The document outlines plans to redesign production processes and increase productivity at a boat manufacturing plant. Key points include:
- The target is to increase production from 24 to 28 boats per day by December 2017 through process design changes and standardization.
- Changes will include designing production lines specific to each boat model, standardizing manpower and operations, and balancing line speeds.
- The hull production line will be redesigned to reduce cycle times at each station from over 30 minutes currently to under 25 minutes on average.
Reduce Liquid Natural Gas Consumption Rate at Ladle Preheating ProcessDeanMardilan
Tim "Kabut" PT Jatim Taman Steel Mfg mengangkat tema menurunkan konsumsi gas di ladle preheater. Beberapa faktor penyebab tingginya konsumsi gas diidentifikasi, yaitu pengaturan PID yang belum terstandarisasi, jarak cup burner-ladle yang tidak terkontrol, serta lamanya proses preheating yang beragam. Rencana penanggulangan mencakup standarisasi pengaturan PID, menentukan jarak cup burner secara terukur, serta menghitung lamanya pre
Buku 2 Rencana Pengembangan Ekonomi Kreatif Indonesia 2009 2015Andrie Trisaksono
Rencana Pengembangan Ekonomi Kreatif Indonesia 2009 2015, salah satu buku yang terkait dengan Industri Kreatif yang dirilis oleh Departemen Perdagangan RI.
Dr. Tri Widodo W. Utomo, SH, MA
Deputi Bidang Kajian Kebijakan dan Inovasi Administrasi Negara LAN-RI
Disampaikan pada Ceramah Pelatihan Dasar CPNS
Sorong Selatan, 28 Juli 2021
Ringkasan dokumen tersebut adalah:
1. Dokumen tersebut membahas tentang manajemen talenta aparatur sipil negara di Indonesia, termasuk pola karir, sistem merit, dan pengembangan kompetensi PNS.
2. Kebijakan manajemen talenta nasional bertujuan untuk meningkatkan profesionalitas dan sistem karier PNS yang terbuka dan kompetitif.
3. Dokumen tersebut juga membahas tentang pengembangan talent pool nasional, kolabor
Pembukaan Depo Baru _Training "DISTRIBUTION MANAGEMENT & MARKETING STRATEGY"Kanaidi ken
Dokumen tersebut membahas tentang persiapan pembukaan depo baru, termasuk:
1. Studi kelayakan untuk menilai layak tidaknya pembukaan depo baru
2. Analisis faktor-faktor penting seperti pasar, keuangan, sumber daya manusia, dan logistik
3. Rekomendasi lokasi dan strategi operasi depo baru
Disampaikan pada Orientasi PNS di Lingkungan POLRI
Bandung, 15 Desember 2021
Dr. Tri Widodo W. Utomo, SH.,MA
Deputi Kajian Kebijakan dan Inovasi
Administrasi Negara LAN-RI
Reduce Liquid Natural Gas Consumption Rate at Ladle Preheating ProcessDeanMardilan
Tim "Kabut" PT Jatim Taman Steel Mfg mengangkat tema menurunkan konsumsi gas di ladle preheater. Beberapa faktor penyebab tingginya konsumsi gas diidentifikasi, yaitu pengaturan PID yang belum terstandarisasi, jarak cup burner-ladle yang tidak terkontrol, serta lamanya proses preheating yang beragam. Rencana penanggulangan mencakup standarisasi pengaturan PID, menentukan jarak cup burner secara terukur, serta menghitung lamanya pre
Buku 2 Rencana Pengembangan Ekonomi Kreatif Indonesia 2009 2015Andrie Trisaksono
Rencana Pengembangan Ekonomi Kreatif Indonesia 2009 2015, salah satu buku yang terkait dengan Industri Kreatif yang dirilis oleh Departemen Perdagangan RI.
Dr. Tri Widodo W. Utomo, SH, MA
Deputi Bidang Kajian Kebijakan dan Inovasi Administrasi Negara LAN-RI
Disampaikan pada Ceramah Pelatihan Dasar CPNS
Sorong Selatan, 28 Juli 2021
Ringkasan dokumen tersebut adalah:
1. Dokumen tersebut membahas tentang manajemen talenta aparatur sipil negara di Indonesia, termasuk pola karir, sistem merit, dan pengembangan kompetensi PNS.
2. Kebijakan manajemen talenta nasional bertujuan untuk meningkatkan profesionalitas dan sistem karier PNS yang terbuka dan kompetitif.
3. Dokumen tersebut juga membahas tentang pengembangan talent pool nasional, kolabor
Pembukaan Depo Baru _Training "DISTRIBUTION MANAGEMENT & MARKETING STRATEGY"Kanaidi ken
Dokumen tersebut membahas tentang persiapan pembukaan depo baru, termasuk:
1. Studi kelayakan untuk menilai layak tidaknya pembukaan depo baru
2. Analisis faktor-faktor penting seperti pasar, keuangan, sumber daya manusia, dan logistik
3. Rekomendasi lokasi dan strategi operasi depo baru
Disampaikan pada Orientasi PNS di Lingkungan POLRI
Bandung, 15 Desember 2021
Dr. Tri Widodo W. Utomo, SH.,MA
Deputi Kajian Kebijakan dan Inovasi
Administrasi Negara LAN-RI
Dokumen tersebut berisi soal pilihan ganda tentang sistem rem dan sistem pengapian pada kendaraan. Soal-soal tersebut mencakup fungsi dan komponen-komponen utama dari sistem rem seperti rem kaki, rem tangan, dan tromol rem serta sistem pengapian seperti busi, distribtor, koil dan komponen lainnya.
Dokumen tersebut membahas analisis dan peramalan kebutuhan sumber daya manusia di suatu organisasi. Ia menjelaskan bahwa peramalan kebutuhan SDM meliputi faktor-faktor internal dan eksternal seperti rencana strategis, kondisi ekonomi, serta ketersediaan dan pergerakan SDM yang ada. Dokumen ini memberikan panduan untuk melakukan peramalan kebutuhan SDM jangka pendek dan panjang dengan mempertimbangkan berbagai fak
Bahan Kick Off Pembentukan Cluster Talent Committee BUMN 23042021.pdfssuser13fb76
Dokumen tersebut membahas upaya peningkatan praktik pengelolaan talent di BUMN melalui pembentukan Cluster Talent Committee untuk mengkalibrasi penetapan dan profil talent cluster guna mendukung pengelolaan talent di klaster BUMN. Dokumen juga membahas proses pengelolaan talent dari mulai rekrutmen, pengembangan, hingga suksesi.
Surat edaran ini memberikan penjelasan mengenai beberapa hal terkait penilaian angka kredit bagi pejabat fungsional auditor, yakni: (1) unsur pengembangan profesi yang perlu dipenuhi untuk kenaikan pangkat, (2) perhitungan jam kerja untuk penghitungan angka kredit, dan (3) alokasi angka kredit bagi auditor yang ditunjuk sebagai pelaksana tugas kepala perwakilan.
Prosedur Perizinan Online (SIPEKA) DPMPTSP Provinsi Bantenushfia
1. Dokumen tersebut membahas tentang prosedur perizinan online yang diselenggarakan oleh Dinas Penanaman Modal dan Pelayanan Terpadu Satu Pintu Provinsi Banten dengan landasan hukum dan peraturan terkait penyelenggaraan pelayanan terpadu satu pintu.
Dokumen tersebut adalah kuesioner survei kepuasan karyawan yang berisi 25 pernyataan untuk dinilai responden mengenai tingkat kepuasan mereka bekerja di perusahaan tertentu beserta pertanyaan terbuka untuk saran perbaikan. Kuesioner ini juga meminta data demografis responden.
Dokumen ini membahas pendekatan dalam mengidentifikasi kompetensi aparatur sipil negara (ASN) di Indonesia. Ia menjelaskan pendekatan dari sisi permintaan (demand side) dan penawaran (supply side), serta menganalisis kompetensi teknis, manajerial, dan sosio-kultural yang diperlukan pada berbagai jenjang jabatan. Dokumen ini juga membandingkan model kompetensi sipil negara di Inggris dan Tasmania serta memberikan saran untuk
Mpim 1. konsep dasar pengendalian intern spipAhmad Abdul Haq
Rapat kerja bidang supervisi KPPN dan kepatuhan internal Kanwil Direktorat Jenderal Perbendaharaan membahas akselerasi implementasi unit kepatuhan internal di Kementerian Keuangan. Rapat membahas konsep dasar pengendalian intern, peran unit kepatuhan internal, dan proses pemantauan pengendalian intern yang dilakukan unit kepatuhan internal.
Menuju ASN yang Profesional Berbasis Sistem Merit melalui Penguatan Jabatan F...Muhammad Bahrudin
Disampaikan oleh Aba Subagja, S.Sos. M.AP. (Sekretaris Deputi Bidang SDM Aparatur, Kementerian PAN-RB) dalam Diskusi Publik Kepustakawanan dengan topik "Pengangkatan PNS dalam Jabatan Fungsional Pustakawan melalui Inpassing" yang diselenggarakan oleh Pusat Informasi dan Dokumentasi Standardisasi, Badan Standardisasi Nasional bekerjasama dengan Forum Perpusdokinfo LPNK Ristek.
Jakarta, 29 Maret 2017
Sosialisasi pp uu cipta kerja kemenaker riInstansi
This document summarizes four government regulations (PPs) implementing the Job Creation Law regarding labor issues.
The four PPs cover:
1) Use of foreign workers
2) Fixed-term employment contracts, outsourcing, working hours and breaks, and termination of employment
3) Wages
4) Implementation of a job loss insurance program
The summary provides key points from PP 34/2021 on use of foreign workers, including procedures for permits and exemptions, obligations of employers, and administrative sanctions. It also outlines elements of PP 35/2021 related to fixed-term contracts, outsourcing, working hours and breaks.
This document summarizes the training programs and partnerships of PPPGT/VEDC Malang in Indonesia. It offers various technical and vocational training programs in fields like automotive, electronics, metal works, and construction. It has partnerships with companies and training centers in Germany, Switzerland, Brunei, and Saudi Arabia for staff exchange programs and joint training. It aims to develop innovative training programs and qualified technicians to meet industry needs both nationally and internationally.
This document summarizes the results of the Advanced Manufacturing Initiative (AMI) project. The AMI was a three-way collaboration between the US Department of Energy, the State of Iowa, and TPI Composites to develop technologies to reduce the manufacturing cycle times and labor costs for wind turbine blades. Through various projects, AMI achieved a 36.8% reduction in cycle times and a 13.9% reduction in labor costs. Key technologies tested included fiberglass rod packs for spar caps, TYCOR sandwich cores, and latent cure epoxy resins from BASF. An Advanced Technology Blade Demonstrator incorporating these technologies was fabricated and tested to validate the manufacturing and performance improvements.
Keywords: six sigma; foundry SMEs; small and medium-sized enterprises; design of experiments; DOE; measurement system analysis; MSA; failure mode and effects analysis; FMEA; non-conforming products; cost of poor quality; hypothesis testing; defects per million opportunities; DPMO; process capability; DMAICS; analysis of variance; ANOVA; India; make-to-order foundries; scrap reduction; productivity.
Dokumen tersebut berisi soal pilihan ganda tentang sistem rem dan sistem pengapian pada kendaraan. Soal-soal tersebut mencakup fungsi dan komponen-komponen utama dari sistem rem seperti rem kaki, rem tangan, dan tromol rem serta sistem pengapian seperti busi, distribtor, koil dan komponen lainnya.
Dokumen tersebut membahas analisis dan peramalan kebutuhan sumber daya manusia di suatu organisasi. Ia menjelaskan bahwa peramalan kebutuhan SDM meliputi faktor-faktor internal dan eksternal seperti rencana strategis, kondisi ekonomi, serta ketersediaan dan pergerakan SDM yang ada. Dokumen ini memberikan panduan untuk melakukan peramalan kebutuhan SDM jangka pendek dan panjang dengan mempertimbangkan berbagai fak
Bahan Kick Off Pembentukan Cluster Talent Committee BUMN 23042021.pdfssuser13fb76
Dokumen tersebut membahas upaya peningkatan praktik pengelolaan talent di BUMN melalui pembentukan Cluster Talent Committee untuk mengkalibrasi penetapan dan profil talent cluster guna mendukung pengelolaan talent di klaster BUMN. Dokumen juga membahas proses pengelolaan talent dari mulai rekrutmen, pengembangan, hingga suksesi.
Surat edaran ini memberikan penjelasan mengenai beberapa hal terkait penilaian angka kredit bagi pejabat fungsional auditor, yakni: (1) unsur pengembangan profesi yang perlu dipenuhi untuk kenaikan pangkat, (2) perhitungan jam kerja untuk penghitungan angka kredit, dan (3) alokasi angka kredit bagi auditor yang ditunjuk sebagai pelaksana tugas kepala perwakilan.
Prosedur Perizinan Online (SIPEKA) DPMPTSP Provinsi Bantenushfia
1. Dokumen tersebut membahas tentang prosedur perizinan online yang diselenggarakan oleh Dinas Penanaman Modal dan Pelayanan Terpadu Satu Pintu Provinsi Banten dengan landasan hukum dan peraturan terkait penyelenggaraan pelayanan terpadu satu pintu.
Dokumen tersebut adalah kuesioner survei kepuasan karyawan yang berisi 25 pernyataan untuk dinilai responden mengenai tingkat kepuasan mereka bekerja di perusahaan tertentu beserta pertanyaan terbuka untuk saran perbaikan. Kuesioner ini juga meminta data demografis responden.
Dokumen ini membahas pendekatan dalam mengidentifikasi kompetensi aparatur sipil negara (ASN) di Indonesia. Ia menjelaskan pendekatan dari sisi permintaan (demand side) dan penawaran (supply side), serta menganalisis kompetensi teknis, manajerial, dan sosio-kultural yang diperlukan pada berbagai jenjang jabatan. Dokumen ini juga membandingkan model kompetensi sipil negara di Inggris dan Tasmania serta memberikan saran untuk
Mpim 1. konsep dasar pengendalian intern spipAhmad Abdul Haq
Rapat kerja bidang supervisi KPPN dan kepatuhan internal Kanwil Direktorat Jenderal Perbendaharaan membahas akselerasi implementasi unit kepatuhan internal di Kementerian Keuangan. Rapat membahas konsep dasar pengendalian intern, peran unit kepatuhan internal, dan proses pemantauan pengendalian intern yang dilakukan unit kepatuhan internal.
Menuju ASN yang Profesional Berbasis Sistem Merit melalui Penguatan Jabatan F...Muhammad Bahrudin
Disampaikan oleh Aba Subagja, S.Sos. M.AP. (Sekretaris Deputi Bidang SDM Aparatur, Kementerian PAN-RB) dalam Diskusi Publik Kepustakawanan dengan topik "Pengangkatan PNS dalam Jabatan Fungsional Pustakawan melalui Inpassing" yang diselenggarakan oleh Pusat Informasi dan Dokumentasi Standardisasi, Badan Standardisasi Nasional bekerjasama dengan Forum Perpusdokinfo LPNK Ristek.
Jakarta, 29 Maret 2017
Sosialisasi pp uu cipta kerja kemenaker riInstansi
This document summarizes four government regulations (PPs) implementing the Job Creation Law regarding labor issues.
The four PPs cover:
1) Use of foreign workers
2) Fixed-term employment contracts, outsourcing, working hours and breaks, and termination of employment
3) Wages
4) Implementation of a job loss insurance program
The summary provides key points from PP 34/2021 on use of foreign workers, including procedures for permits and exemptions, obligations of employers, and administrative sanctions. It also outlines elements of PP 35/2021 related to fixed-term contracts, outsourcing, working hours and breaks.
This document summarizes the training programs and partnerships of PPPGT/VEDC Malang in Indonesia. It offers various technical and vocational training programs in fields like automotive, electronics, metal works, and construction. It has partnerships with companies and training centers in Germany, Switzerland, Brunei, and Saudi Arabia for staff exchange programs and joint training. It aims to develop innovative training programs and qualified technicians to meet industry needs both nationally and internationally.
This document summarizes the results of the Advanced Manufacturing Initiative (AMI) project. The AMI was a three-way collaboration between the US Department of Energy, the State of Iowa, and TPI Composites to develop technologies to reduce the manufacturing cycle times and labor costs for wind turbine blades. Through various projects, AMI achieved a 36.8% reduction in cycle times and a 13.9% reduction in labor costs. Key technologies tested included fiberglass rod packs for spar caps, TYCOR sandwich cores, and latent cure epoxy resins from BASF. An Advanced Technology Blade Demonstrator incorporating these technologies was fabricated and tested to validate the manufacturing and performance improvements.
Keywords: six sigma; foundry SMEs; small and medium-sized enterprises; design of experiments; DOE; measurement system analysis; MSA; failure mode and effects analysis; FMEA; non-conforming products; cost of poor quality; hypothesis testing; defects per million opportunities; DPMO; process capability; DMAICS; analysis of variance; ANOVA; India; make-to-order foundries; scrap reduction; productivity.
This document provides information about planning and scheduling for a metro rail project in Hyderabad, India. It includes details about various project managers and consultants involved in the project. It then discusses the advantages of planning and scheduling, different project phases, knowledge areas, and tools used for planning like Primavera, Microsoft Project, and Excel. It also covers work breakdown structures, resource and organization breakdown structures, activity costing, scheduling techniques, progress measurement, and variance analysis. Overall, the document outlines key concepts and processes for project planning and control used for large infrastructure projects.
Study on Improving Throughput Time through Value Stream MappingAlwin Thomas
This study shows how to improve the throughput time of tyre manufacturing process in Apollo Tyre, through analyzing the Value Stream Mapping. The lead time was reduced drastically through better implementation plans as mentioned in the slide
The document summarizes a study conducted on improving throughput time through value stream mapping at Apollo Tyres Ltd. Key points:
- The study aimed to map the tyre manufacturing value stream and identify factors affecting throughput time to reduce it.
- Current state and future state value stream maps were created from data collected on cycle times, changeover times, utilization rates etc. of each process.
- The current throughput time was found to be 15 hours 74 minutes. Future state improvements could reduce this by 28 minutes.
- Recommendations included increasing line speeds, changing equipment to reduce cycle times and eliminate non-value added steps.
The document summarizes the financial and operational performance of PT Hantong Precision Manufacturing Batam in the first half of 2010. Key points include:
- Cost savings increased each month from November 2009 to April 2010 in areas like reducing scrap costs, line non-conformances, and consumables. Floor profit also increased.
- Sales and order targets were mostly met for SOT, quality, and RTY performance. Some issues were noted and corrective actions outlined.
- Initiatives on clean production, self-quality processes, TPM, and new projects increased productivity and flexibility.
PROJECT STORYBOARD: Herding Cats Using Lean Six Sigma: How to Plan for and Ma...GoLeanSixSigma.com
Green Belt Project Storyboard: Herding Cats Using Lean Six Sigma: How to Plan for and Manage the Chaos of Parallel Processes
John Pettit's project is a great example of how effective Lean Six Sigma can be in helping all sizes and types of organizations. John volunteered his time and experience to help a local non-profit organization remove waste in their process thereby allowing them to increase the overall capacity of the services they provide which therefore yield additional revenues to help the people they serve. Congratulations to John in clearly demonstrating his knowledge of the Lean Six Sigma methodology and tools and using his expertise to help others.
https://goleansixsigma.com/herding-cats-using-lean-six-sigma-plan-manage-chaos-parallel-processes/
This document provides a summary of Bharat's work experience and qualifications. It outlines his educational background which includes a PGDM/MBA in Operations Management from Prin. L.N.Welingkar Institute of Management Development and Research as well as a Mechanical (Automobile) Engineering diploma. It then details his work experience spanning over 10 years in manufacturing and operational excellence roles within the automobile industry. The document highlights some of Bharat's major achievements and projects in areas like cost reduction, new product development, process improvement, automation, and quality management.
Under this we have proposed a Lean Manufacturing technique which is named as SMED to reduce the Setup time and Changeover time of the manufacturing process in a heavy machine shop.
The document discusses various aspects of manufacturing plant design including plant layouts, scheduling, and inventory management. It provides details on different types of plant layouts such as functional, product, and cellular layouts. It also covers topics like single machine scheduling, parallel machine scheduling, critical path analysis, economic order quantity, and master production scheduling. Plant location selection and material requirement planning are analyzed through examples and formulas. The document is an in-depth reference on manufacturing design and production planning concepts.
The document discusses various aspects of manufacturing plant design including plant layouts, production scheduling, and inventory management. It provides details on different types of plant layouts such as functional, product, and cellular layouts. It also covers topics like single machine scheduling, parallel machine scheduling, critical path analysis, economic order quantity, and master production scheduling. Plant location selection and designing a cellular layout with machine allocation are demonstrated through examples. The key aspects covered are plant layout design, scheduling operations, materials requirement planning, and inventory management techniques.
Enterprise is an integrated production software from Metamation designed to optimize front end operations like importing, tooling, nesting, and bending. It aims to reduce repetitive tasks and provide benefits like revision control, operator kiosks, and real-time planning information. The software focuses on saving time and money through features that address bottlenecks and improve efficiency. It can benefit organizations of all sizes with sheet metal CNC machines.
Continuous improvement on corrugator’s performance (mt per hour)Yazid Zakaria
A continuous improvement activity focused on increasing BHS Corrugator’s metric ton per hourly output. This activity was finalized in July 2017 and presented at OAP’s annual Kaizen Conference. The tools used may not have utilized all of the 7 QC tools but in retrospect, the goals set was achieved.
This quality circle document summarizes efforts to improve productivity in the off-highway radial tire building process at Apollo Tyres Limited. Currently, average monthly production is 72.85 metric tons with average losses of 29 metric tons. The quality circle aims to reduce losses and increase monthly production to 120 metric tons by January 2016. Key causes of low productivity identified include long machine cycle times, frequent size changes, improper belt stretching and centering, and material handling issues. The quality circle will analyze causes, test solutions, and regularly implement changes to reduce production losses in off-highway radial tire building.
Harish Kumar Shahi completed a summer internship at Axalta Coating Systems where he worked on three projects: optimization of extruders, analysis of product wheel sequencing, and development of a planning software tool. He analyzed the constraints and throughput of eight extruders, identifying issues like cooling problems. This led to an average 10% increase in throughput. He also analyzed moving from bucket to product wheel sequencing, finding potential inventory and cost savings. Finally, he developed a software tool to optimize production planning and inventory levels.
Deployed Lean Manufacturing in fabrication of Exhaust After Treatment System Rack made for VOLVO / Mack Trucks used Lean to increase productivity by 50% and Six Sigma
methodology to resolve complex design issues, improve quality controls for sustained improvement
Offshore Engineering has 10 years of experience providing engineering design and quality validation services for offshore oil and gas projects. They have expertise in FPSO and topside design, and have worked on numerous projects in various countries, including designing modules for FPSOs with oil processing, water injection, gas compression, and flare systems. Offshore Engineering partners with Kavin Engineering to leverage their combined expertise in executing FPSO projects.
Panasonic PGA26C09DV 600V GaN HEMT teardown reverse costing report published ...Yole Developpement
Panasonic’s first 600V GaN HEMT has an innovative structure designed to integrate a normally-off transistor in a standard package, without a cascade structure
System Plus Consulting unveils Panasonic’s first GaN HEMT, assembled in a standard TO220 package. Thanks to its specific die design, the component is normally-off without using a cascade structure or special packaging.
Panasonic’s PGA26C09DV features a medium-voltage breakdown of 600V for a current of 15A (25°C), with very low RdsOn compared to its competitors. The transistor is optimized for AC-DC power supply, photovoltaic, and motor inverters.
The GaN and AlGaN layers are deposited by epitaxy on a silicon substrate. A complex buffer and template layer structure is used to reduce stress and dislocation. This is complemented by a thick superlattice structure clearly visible in the TEM analysis.
Based on a complete teardown analysis, this report also provides a production cost estimate for the epitaxy, HEMT, and package.
Moreover, this report offers a comparison with GaN Systems’ GS66504B and Transphorm’s GaN HEMT, highlighting the huge differences in design and manufacturing process and their impact on device size and production cost.
For more information visite us at: http://www.i-micronews.com/reports.html
Presentation for DHA on project progress(08-09-22).pptxFaisalGulzar19
The presentation summarizes the progress of the Infrastructure Development Works Package 2-B project in DHA Gujranwala. Key points include:
- Planned progress is 32.13% but achieved progress is 20% due to monsoon rains, design revisions causing delays, and increased scope of work.
- A look ahead plan outlines balancing the work schedule to meet planned progress targets over the coming months through deployment of equipment and manpower resources.
- Financial progress and a balance work schedule provide details on completion status and planned progress by item through October 2023 to complete the project.
Similar to YJBM TVP activity closing,3(11-Aug) (20)
2. 1-Aug
8:00
10:00
13:00
15:00
17:00
Schedule of 2weeks
2-Aug 3-Aug 4-Aug 5-Aug 8-Aug 9-Aug 10-Aug 11-Aug
Opening
Meeting
Hull 1
new design
practice
session
Closing
Summary&Meeting
withinateam
Progress
check
GENBA
report
Remind
of
plan
Hull 1
new design
practice
session
PreparationProcess
&
Operation
current
Assy 2 line
Visualize
merit
Process
design
Process
integration
of
detail
design
Discussion
of
after design
Design
of
Kit supply
Wear house : Inventory reduction
Work
design
of
after
process
design
Streaming
&
Process
design
Target
share
Process
&
Operation
current
Assy 2line
Visualize
merit
Process
design
Process
integration
of
detail
design
3. AMAKUSA YMC/support
P/J Leader
Gurudatt Sanil
P/J Support
AMAKUSA Mr. Kayama
Key Word : ALL YJBM Member Join!!
Div. Manager Roy Reneau
M.E. Mng. Stefan Broeker
Asst. Div. Mng. Fred Muramatsu
Gen. Manager Mike Fishback
YMC
YPMT TVP Activity organization
Production QC,QA MAINTENANCEPC
YJBM TVP Member
Branden
Spicer
David
Glover
Christi
Hambrick
Roy
Reneau
M.E.ENGINEER
Bharadwaj
Venkatesan
TVP Activity Organization YJBM
YMC Boat ManufacturingMember
Shannon Fisher
PURCHASING
Richard
Kirkland
Monthly update
to Gen Manager
from PJ Manager
4. Cost structure(By Product)
Product name : 24ft : F3F 242Ltd Se
$42,636
$720
Material
$31,552
Manufacturing
$8,713
Depreciation
74%
20.5%
8,221
17,209
3,963
Direct Labor 2,799
Non-PROD. 5,822
CKD CIF
Local Parts Cost
Raw Material
Item FY16 FY17 FY18
Production Number 4461 3109 3169
Direct number 315 220 220
Labor Efficiency $65K $50K $125K $240K
(生産性向上) 84%-->85%
85%-->86%
Accumulation from FY16
86%-->87%
Accumulation from FY16
Manufacturing Improvement $220K $150K $150K $520K
(製造改革) ($50/unit) ($50/unit) ($50/unit)
US Parts CD & VA/VE $350K $250K $250K $850K
(購入品CD & VA/VE推進) ($80/unit) ($80/unit) ($80/unit)
Purchasing --> In-house $0K $50K $200K $250K
(部品の内製化) 準備期間 From MY18 model
Accumulation
from FY17
$635K $500K $725K $1860K
3
2
4
1
No. Total
CIP target
Kaizen
Necessity
Kaizen
Orientation
Necessity summary
・ Investment minimum
・ Build up cost competitiveness
Productivity up ×1.44 (2018)
Labor expenses
Expenses
Material
Manufacturing
CKD CIF
Local Parts Cost
Raw Material
Shortening of cycle time
OEE up
Process design
・Process integration
Purchase method
Localize
Material yield
Quality yield
Stock reduction
・Improvement of material flow
(Streaming)
Work space out
15
By Configuration to order
By Lean-manufacturing / SCM
By 3D-Development & BOM management
By Employee’s Culture
Way
YJBM Product Innovation
In the small boat world
No.1 Quality & reasonable value
supported by the customer
Goal
Together we build our future
YJBM slogan
Investment minimum ⇒ Productivity up
Build up cost competitiveness (Including Investment )
Current condition is good ⇒ Continue the present activity
Top management interview
Necessity summary
Investment minimum
Cost competitiveness up
Labor efficiency
Productivity up
Work space out
FY15 FY16 FY17 FY18 FY19 FY20
Transfer Value $132.4 $147.3 $168.4 $187.0 $205.6 $212.5
Units 4,266 4,461 5,201 6,124 6,783 6,827
$132.4
$147.3
$168.4
$187.0
$205.6
$212.5
4,266 4,461
5,201
6,124
6,783 6,827
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
$0
$50
$100
$150
$200
$250
(M) (ships)
MTP vs Capacity
YJBM MTP
×1.46
Investment plan
24Boats/day 26
(Aug)
28 35
Lamina
tion
GC
20
30
40 FY18
35units/day
(Units)
17ft 80%
F4A 20%
1Shift 6:00-16:30 555min
Pulling Hole
cut
Assy Pinning Assy FinishingLake
test
foamingMold
preparation
PI Final
insp
Liner
set
$12.7M
$3.0M
Production volume ×1.46
End of 2017
5. Current
Expansion Plan
Overall factory (Target figure)
Target (Dec,2017)
Wear
house
outside
Current
Process flow (Current condition)
GC
(吹付)
Lamination
(積層)
Pulling
(離型)
Hole cut
(サントリ)
assembly
(前艤装)
Pinning
(接着)
assembly
(後艤装)
Finishing
(仕上げ)
Shipment
(出荷)
Lake test
(浸水検査)
成形
Lamination area
組立
Assembly area
Liner
set
(接着)
foaming
(発泡)
Mold
prep
(型準備)
PI
(前仕上)
Final
insp
TT 25min
600min(10h)/24ships/day
PT21min
24ft
21ft
19ft
HULL(ハル)
DECK(デッキ)
GC lamination
liner
set
foaming pulling
hole
cut
PI assembly pinning assembly lake tast finishing final
Liner ○ ○ - - ○ ○ - - - - - -
deck ○ ○ - - ○ ○ ○ - - - - -
Hull ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○
Process
○
Liner(ライナー)
Current condition (Mar,2016)
Target (Oct, 2017)
GC
(吹付)
Lamination
(積層)
Pulling
(離型)
Hole cut
(サントリ)
assembly
(前艤装)
Pinning
(接着)
assembly
(後艤装)
Finishing
(仕上げ)
Shipment
(出荷)
Lake test
(浸水検査)
成形
Lamination area
組立
Assembly area
Liner
set
(接着)
foaming
(発泡)
Mold
prep
(型準備)
PI
(前仕上)
Final
insp
LargerboatsSmallerboats
24ft
21ft
19ft
17ft
Liner
(ライナー)
HULL
(ハル)
DECK
(デッキ)
18boats/day
TT 30.8min
T-OEE 90%
T-CT 27.7min
17boats/day
TT 32.6min
T-OEE 90%
T-CT 29.3min
Process Optimum Production
◆Common Production Line
◆No Standard Manpower per each model
◆Multiple Pitch Process(each Process has own speed )
◆In-house Equalization Production
Model TVP
◆Production Line per model(Streaming)
◆Standard Manpower・Operation per model
◆Uniform pitch Production
◆Production Flexibility per Market Request
6. Overall STEP
Current condition Step① Target Ideal
Mar.2016 20XX
34boats/day
(Jan 2018)
Dec.2017
1.?? times1.17times
Nov.2016
Space
BPD 24boats/day 28boats/day
Productivity
Streaming
Process design
Productivity up
Productivity up
Process design
Standardization
New design of the assembly line
Big
boats
Small
boats
Process
integration
Productivity up
Productivity
up
Boats/day
/Parson
0.072 0.084 ???
Direct 333 333 333(+ ??)
26boats/day 28boats/day
(July 2017)
7. Master Plan
20172016
April May July Aug SeptJune Oct Nov Dec Jan Feb Mar
Process design
LaminationareaAssemblyarea
April May June July
Preparation time
Move time
Shortening CT
Kit supply design
Kit supply Trial Kit supply Start
26boats
◆Foaming
◆Lamination
◆GC
◆Liner set
kaizen of Mizusumashi
Shortening CT
◆Hole cut
◆Final Assy
◆Pinning
◆Deck Line
◆Hull Line
◆Final Finish
◆PI
Preparation time
Move time
Non value KAIZEN
Non value KAIZEN Cure time reduction
Non value KAIZEN
Non value KAIZEN
Non value KAIZEN
Additional Machine
Additional Machine
Robot Machine time KAIZEN
Mizusumashi
Non value KAIZEN
Non value
KAIZEN
Non value
KAIZEN
Non value KAIZEN
Redesigned Layout/work
Non value KAIZEN
kaizen of Mizusumashi
Material
Target(Oct)
Warehouse Design Warehouse Layout
Training Cross training implementation
Current
Evaluation
Design strategy
(Micro/Macro)
Mizusumashi
28boats
34boats
Jan 2018
New Assembly line
TVP design & Try
Current
8. Material flow Target (Dec, 2017)
GC
(吹付)
Lamination
(積層)
Pulling
(離型)
Hole cut
(サントリ)
assembly
(前艤装)
Pinning
(接着)
assembly
(後艤装)
Finishing
(仕上げ)
Shipment
(出荷)
Lake test
(浸水検査)
成形
Lamination area
組立
Assembly area
Liner
set
(接着)
foaming
(発泡)
Mold
prep
(型準備)
PI
(前仕上)
Final
insp
BigSmall
24ft
21ft
19ft
17ft
Liner
(ライナー)
HULL
(ハル)
DECK
(デッキ)
17boats/day
TT 31.7min
T-OEE 90%
T-CT 28.0min
17boats/day
TT 31.7min
T-OEE 90%
T-CT 28.0min
This time the
main activities
Assembly area
Basic & Detail design
10. How to “PDCAS” ① (Outline)
TVP
Team
Mgmt.
Prod
T.L
Prod
Mgr.
Prod
Oper
Simulate
work
sequence
and review
Review TVP
material a
Review TVP
suggestions
and SOP
Operator
training and
changes
Mock trial,
review and
final
changes
Kaizen Kai
(Line through)
↓
Check
↓
Standardize
No Ok
Feedback
Notification
to Mgmt.
and
approval
Notification
to TVP team
and
approval
End
Selecting an operator
TVP team also join
Process
Design
&
Re-balancing
Design new
SOP and
station
layout
Start
11. Work Area Redesign Process
P
② Work design
No element time
1 ・・・ ・・・
2 ・・・ ・・・
3 ・・・ ・・・
・ ・・・ ・・・
Loss structure
Make a layout
e
current target
value
Semi-
Non-
e
Estimate
reduced time
What is changed ?
current target
Before KAIZEN-KAI
Explain the plan to operators
・the aim of KAIZEN-KAI
・Estimated result
If necessary, simulate the operations of some parts.
D
VTRExplanation board
・line balance sheet
・work sheet
・loss structure
・layout
・KAIZEN operators must
know the operation.
・Record a video
・Explain the aim of KAIZEN-
KAI to everyone.
・Managers must take part in.
C
e
Current Target
value
Semi-
Non-
Insp
e
reduced time
What is different
from estimation ?
e
decrease
increase
A Modification or an addition
KAIZEN-KAI
VTR analysis
KAIZEN-KAI
How to “PDCAS” ② (After process design)
S
Make new process sheet and worksheet
New layout also
① Line re-balancing
Value
Semi
value
●
●
Non
value
●
●
St.1 St.2 St.3 St.4 St.1&4
14. Hull line new design(Basic)
0
5
10
15
20
25
30
35
Station 1 Station 2 Station 3 Station 4 Station 5 Station 6 Station 7 Station 8
Time(Min)
Hull Stations
Hull Line- Current Time Analysis (242 ltd S)
Operator 1 Operator 2 Operator 3
21 min
27.1
30.2 30.4
27.226.5
25.5
26.4
26.0
9.8
4.2
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
Station 1 Station 2 Station 3 Station 4
Time(Min)
Hull Stations
Hull Line-LARGE: Future Analysis
Operator 1 Operator 2 Operator 3
27.5 min
CURRENT MIX LINE
24.5
7.6
24.7
21.1
25.8
26.6
16.6
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
Station 1 Station 2 Station 3 Station 4
Time(Min)
Hull Stations
Hull Line-Small With Floating Operator (6 Operators)
Operator 1 Operator 2 Floating Operator
27.5 min
SPLIT LINE
24
Boats
34
Boats
KAIZEN NEEDED
Total Operators 16
Mizusumashi 0
Total Stations (floor space) 8
Total Operators 15
Mizusumashi 1
Total Stations (floor space) 4
Number of operators
same in split line with
higher productivity &
less stations
Big Line
9 operators
Small Line
6 operators
+0.5min
+0.5min
15. 1, Standard Work Combination Worksheet
2, Required parts list
New Hull 1 New design(Detail) Big line
16. New Hull 1 New design(Detail) Big line
# Qty Parts name Part # Qty Parts name Part # Qty Parts name Part # Qty Parts name Part # Qty Parts name Parts # Qty Parts name Part #
G-D-00 1 MOTOR MOUNTS 68N-44517-00 8 INTAKE SCREEN F2J-U72B7-00 1 JOINT HOSE ASSY 6AP-Y125J02 2
9 BOLTS M8-1.25X40MM 90119-08857 16 INTAKE SCREEN F2J-U72B7-10 1 GROMMETS F1C-U136D-10 4
9C-00 2 SPACER F1C-U72C0-01 8 DIE CAST PLATE F3F-U273B-01 2 DRAIN PLUG ASSY BLACK F2J-U2280-00 1
52-33 2 SHIMS 10MM GDO-U7249-00-10 BOLT 90101-06SA2 6 WASHER 90201-06809 6
6D-00 1 SHIMS 5MM GDO-U7249-00-5 SCREW 90111-08832 14 WASHER 90201-15SA1 4
41-00 2 BOSTIC BLACK 10212 SCREW 90111-08833 8 WASHER 90209-12SB6 10
3B-01 2 ACTIVATOR 10167 1 SCREW 90149-12SD1 10 CLAMP HOSE 90450-27801 2
33-00 2 MIXING TUBE SMP-SM 1 SCREW 90167-08S10 2 CABLE TIE 90464-44801 10
64-00 2 SCREW 90167-08S12 4 WASHER LOCK 92990-06100 6
80-00 2 SCREW 90167-10S12 8 NYLON NUT LOCK 95780-08300 4
42-00 1 SCREW 90169-10SA1 12 BULKHEAD 3 CARPETED F3F-BHD3-00 1
90-00 1 SCREW 90169-12SA8 4 BULKHEAD 4 CARPETED W/SHOWER PUMP F3F-BHD4-10 1
PACKING 7 F2D-U266F-10 1 BULKHEAD 5 CARPETED F3F-BHD5-10 1
BOSTIC 10212 1.75 BULKHEAD 6 CARPETED F3F-BHD6-10 1
ACTIVATOR 10167 1 BULKHEAD COMP VINYL F3F-BHDCOMP-10 1
STEERING CABLE ASSY F3F-U1470-00 1 BILGE PUMP ASSY F3F-BPASY-00 1
DUCT INTAKE F3F-U72B6-00 1 WATER TANK ASSY F3F-WTASY-00 1
DUCT INTAKE F3F-U72B6-10 1
MIXING TUBE SMP-SM 1
SEAL PIPE 30/CABLE CONN ASSY EU0-61435-00 2
BODY/CH PT OF EU0-6727-00 EU0-61436-00 2
PACKING C/CH PT OF EU0-67267-00 EU0-61438-00 2
WASHER 30/CH PT OF EU0-61446-00 EU0-61446-00 2
STOPPER EU0-61486-00 2
St.2
Hull
OP1OP3-1 OP1 OP2
St.3
OP1 OP2
2 4 6 8 10 12 14 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50
1 Move Boat 16 16
2 Apply silicone to drain plug assy 46 46
3 Install water pilots 31 31
4 lay carpet out for installation 56 56
5 Retrieve ladder 19 19
6 Wipe down sides with alcohol 40 40
7 Drill plug hole-If nessessary 36 36
8 Install floor drain 22 22
9 Remove yellow plug tops 87 87
10 Wipe down hull 58 58
11 Install anchor stopper 47 47
12 Clean trash out of hull 37 37
13 Vacuum out hull 121 121
14 Install carpet/glue 673 673
15 Cut excess edges of carpet inside hull 109 109
16 Take to trash 13 13
17 Replace ladder 13 13
18 Lay cables in Hull 105 105
19 Remove edges @ bow of hull carpet 44 44
20
21
22
Name & Date: Shannon Fisher 8/3/2016 UM
Total 1573 1573 MIN
TOTAL
26.22 OPERATOR 2
602
#
MANUAL
TASK TIME
AUTO RUN
TIME
SUB TOTAL
FOR REF.
TIME ( draw red vertical line at tact time ) Each block = 2 minutes
YJBM Standard Work Combination
Worksheet
Process
Name Hull Assembly TAKT TIME 28 OP
Standard
Work
Part
List
17. Operator 3 @ Hull 1 Operator 3 @ Hull 4
Travel fromHull1 to Hull4ea.cycle
Operator 1 Work Area Operator 2 Work Area
11.8
15.7
9.7
10.5
8.9
3.2
4.6 1.6
1.3
0.0
5.0
10.0
15.0
20.0
25.0
30.0
Operator 1 Operator 2 Operator 3
Time(Sec)
Hull 1 Operators
Gemba Summary
Value Semi Value Inspection Non value Preparation
New Hull 1 Configuration @ 28 min pitch time
Reduce Muda (eliminate waste movement)
Balance work based on task precedence
Zone work areas and avoid overlap
12.7
15.7
9.1
10.2
8.9
3.2
3.6 1.6
2.3
0.0
5.0
10.0
15.0
20.0
25.0
30.0
Operator 1 Operator 2 Operator 3
Time(Sec)
Hull 1 Operators
Gemba Summary
Value Semi Value Inspection Non value Preparation
New Hull 1 New design(Detail) Big line
18. Hull 1 new design practice session
1, Result
2, Found
3, The following actions necessary
20. Mock Practice Review
Work Area Operator Body/Motion Time & Misc.
Operator 1
• Op 3 setup adhesive
mix on table instead
of boat
• Portable mini table
for tool setup and
under boat work
• Check operator 3
sequence for
adhesive mix
• Review Bostic
application/cleaning
process for
improvement
Operator 2
• Fix vacuum, battery
stand and other
accessory fixed in
station layout
• Review mounting
plate installation in
hull 1 for operator
ease (cover)
• Check different tool
for alcohol based
cleaning (mop)
• Review Hull dolly
design for stability
• Review carpet
installation time and
SOP
• Starboard drain
holes and floor
drains not done
correctly (Hole cut
issue)
Operator 3
• Fix operator motion
and work area
• Review SOP and
communication
method
Hull 1: Video Check Items & Operator Feedback
21. Future Action After Mock Practice
• Separate test area for
kaizen simulation and
training
• Mimic layout with portable
work stations and
equipment for realistic
results
• Employee scheduling for
kaizen practice and training
(regular work hours or over-
time)
• Immediate leadership
creation (TL, CL and floater)
and training for future
• Kaizen design review by
production and TVP
members once a week
Suggestions For
Future
New Design
Review Process
Design
•TVP performs time –studies and evaluates current condition
•New design of stations proposed
Review 1
•New process basic design sent to leadership (Managers, Supervisors,
Group Leaders, Team leaders) for 1st review
Operator
Selection
•1st draft standard work developed by TVP (detailed design)
•Management and TVP discuss on standard work, operator selection and
equipment for support (Once a week)
Review 2
•TVP and production (GL, TL and some operators) review new design
material and make final changes (once a week)
•Decide training days with management and proceed for kaizen simulation
in the next week
Finalize
•Review all processes and implement additional kaizen ideas
•Finalize work standard and update in overall workforce training agenda
23. How to “PDCAS” ① (Outline)
TVP
Team
Mgmt.
Prod
T.L
Prod
Mgr.
Prod
Oper
Simulate
work
sequence
and review
Review TVP
material
Review TVP
suggestions
and SOP
Operator
training and
changes
Mock trial,
review and
final
changes
Kaizen Kai
(Line through)
↓
Check
↓
Standardize
No Ok
Feedback
Notification
to Mgmt.
and
approval
Notification
to TVP team
and
approval
End
Selecting an operator
TVP team also join
Process
Design
&
Re-balancing
Design new
SOP and
station
layout
Start
Each station 5 weeks
Line through
2 weeks
24. Deployment plan
New design deployment plan
1W 2W 3W 4W 1W 2W 3W 4W 1W 2W 3W 4W 1W 2W 3W 4W 1W 2W 3W 4W
Hull DESIGN
St1
St2
St3
St4
Through
Deck DESIGN
S1
St2
St3
St4
Through
FA DESIGN
Pinning
St1
St2
St3
St4
Through
DESIGN
FF/FI St1
St2
St3
St4
St5
Through
Done
Big
Dec
Ongoing Not yet
Aug Sept Oct Nov
2 Month 1 Line
1 Line all station Kaizen completion , then next design
10~14
Months
26. Assembly area material flow
Small
Big
H D
St.4
H D
St.3
H D
St.2
H D
St.1
H H
H D H D H D H D H H
WIP
H H
D D
H H
D D
D DDD
HELMS
INSERT
Hole cut
Hole cut
Large
small
WIP WIP
kitunit
1cycle
26min
Kit parts
Going round
6min +
Paying out
4min×4
Stowing
4min+ =
Check the boat
Check the boat
WIP
2boats buffer
28min×2=56min
Kit
2boats buffer
28min×2=56min
HH D D
H
D
H
D
27. Warehouse & Sub assembly
Warehouse
Sub & Kit
(Small line)
Sub & kit
(Big line)
Assembly line
Image
Split line
Synchronized with the assembly
2sets buffer
28min×2=56min
28. Kit supply
3.Paying out : detail
H D
H D
H D H D The nextempty
At work
1min1min
Classify the parts into the kit to be able to carry onetime, and design the dolly
4.Kit design
※AMAKUSA parts supply example
Picking list
pinning
Under 27ft over 27ft Fisherman’s
AMAKUSA 2’nd plantwarehouse
D H
Pick parts according
to the list
Hardware kit
Parts rack
Pay out on
the day before
36. Category,1 Category,2
Mix 1 line Streaming 2 lines
Q
D
Investment
Inventory space
Production plan
C
Direct OP
Indirect OP
Expenses
New model 〇 ◎
Summary
・34boats/day
・After design
Final summary
YJBM Soga san
38. Current
Option C
■ Line Balance
Option A
Option B
24ft:136H
21ft:121H
19ft: 95H
17ft : 85H
41H
10H
15H
If we expand the Plant1 and produce at 2 lines, we may raise productivity.
Option A Option B Option C
Production 35 BPD 35 BPD 30 BPD
Small Parts Outsourcing In house In house
組立部分のみにして
詳細を見える化
FF
FA
Assy
FF
FA
Assy
Lamination
YJBM
39. Focus operator loss (Hull line)
24ft
21ft
19ft
17ft
Mix 1 line Streaming 2 line
24ft
21ft
17ft
19ft
Balance
loss
Loss by mix line
Non value
14min
St.1 St.2
St.1
St.1
St.2
St.2
St.3 St.4 St.5 St.6 St.7 St.8
Total №.of station 8
Total №.of operator 17+1
28min
28min
St.3
St.3 St.4
St.4
Total №.of station 8
Total №.of operator 15+1
Hull line
Hull line
Hull line
St.1&4
St.2&4