Modelos avanzados

de producción y
operaciones

Gustavo Gómez H2-2015

Modelos de Excelencia Lean

1
 Auditoria
MODELO DE MEJORA

Otras Características del

modelo de Mejora

Pilares del modelo ROADMAP Agenda

de Mejora

Niveles de
Madurez

1 Niveles de MADUREZ

2
 NIVELES de Madurez
Niveles de Implementación

NIVELES de Madurez
Madurez basada en niveles progresivos
• Marking is based on 5 level scale
Level 1 Level 2 Level 3 Level 4 Level 5
SPS Notion SPS Basic SPS Standard SPS Avanced SPS Expert

Poka Yoke ? Knowledge of ? Experimenting with the ? Extensive implementation ? Quality improvement ? Only normative
concepts use of Poka - yoke & of Pok a -yoke and visual benefits are and certification
? Evidence of a plan visual controls controls being driven by documented with before post production
to train and ? Lean Six Sigma teams analysis of defects and and after evaluation checks and tests
implement within have been trained in the customer feedback ? A reduction in MDR are performed
the facility. application of Poka -yoke. (Manufacturing Defect ? No routine
Rate) can be tied to internal process
implementation validation
? Evidence that def ects / checks are
non -conformances are necessary.
100% OK? 100% OK? 100% OK? detected and addressed
immediatly.

You have to satisfy every questions in the level to score the

mark level
Example : Marking 3
•1 question non OK on level 4

3
NIVELES de Madurez
Madurez basada en replicar estándares de unas pocas
plantas

NIVELES de Madurez
Fuente: Crosby (1979, p.38), Quality is free. Permission to
Niveles de Madurez reproduce this Table has been granted by McGraw-Hill Education
LLC

4
2 Pilares del MODELO
LEAN ASSESMENT
Ejemplos de Pilares
• 3 Domains, 10 Categories, 38 lines
PEOPLE COMMITMENT
SIM PRODUCTION
Work Instructions
Short Interval Production Tracking
SIM Production Implementation
SIM SUPPORT FUNCTION
SIM Support Functions Implement.
SIM Support Functions Efficiency
Suggestion System / Needs
Expression Board
CONTINUOUS IMPROVEMENT
Operator Flexibilty
Versatility & Multi skills Training
5S
Visual Management
DE MEJORA
MANAGEMENT OF MANUFACTURING &
PRODUCT / PROCESS ENGINEERING
LOGISTICAL PROCESSES
PROCESS ARCHITECTURE / LEAN DESIGN PRODUCTION PLANNING & SCHEDULING
Manufacturing time Definition Master Production Scheduling
Manufacturing time Definition (auto work shop / line) CDO / OFO Process
Process Design / Lean Concept Queue Management
Multiple Machine Manning Inventory management
Late Differentiation / Adaptation PULL PRODUCTION
ERGONOMICS / ENVIRONMENT - BAT Single Point Scheduling / Pull system
Ergonomics / Work station Single Piece Flow Assembly / WIP Mgt
Ergonomics / Effort KANBAN Methodology
Environment - BAT Value Stream Management
Safety SUPPLY CHAIN MANAGEMENT
MATERIAL HANDLING Supplier Quality Management
Reception / Warehouse Architecture Upstream Supply Chain Management
Material Providing & Handling - Internal Downstream Supply Chain Management
Material Handler (Water Spider) Shared Quality Management
PROCESS RELIABILITY / CONTINUOUS IMP. Customer Focus
Poka-Yoke
Changeover Time Minimization
Lean Six Sigma - Kaizen (See/Do)
Total Productive Maintenance
Process Control (Part - Product)
Process Control (ETO Products)
5
 Principios ASSESMENT
Principios guía de cada pilar: People commitment :
• Productivity and elasticity come from the willingness of staff rather
than a particular technique. Competitiveness depends on the initiative
and intelligence of everyone. People commitment must be supported
by a consistent social policy and management system for the whole
site :

 1. Give the operators a sense of responsibility, especially for product quality and elasticity
requirements
 2. Include operators when re-thinking the system and generating ideas for improvement
 3. Focus support function resources towards satisfying customer and production
requirements
 4. Establish standardized performance, accountability and workload measurements for
everyone.
 5. Implement short interval management and coordination status reviews, which are
consistent for all employees of the site
 6. Promote team work and team spirit
 7. Promote a spirit of mutual aid, encouragement and mentoring among all employees
 8. Shorten information and communication lines.
 9. Implement training programs to increase skill levels, versatility and autonomy
 10. Guarantee long term balance between objectives and resources

Principios ASSESMENT
Principios guía de cada pilar: Product/Process engineering
• The couple products/processes must be simple (Lean Manufacturing), reliable
(Design For Six Sigma), flexible (almost zero change time) and elastic (very quick
changes in capacity) in order to meet the customers’ exact requirements:
 11. Size the capacity according to service objectives
 12. Follow “Lean manufacturing ” concepts when designing process architectures
 13. Integrate into new projects, only innovations which are based on proven technologies
 14.Favor "one piece flow" production
 15. Promote late product differentiation and maximum component standardization
 16. Strive to perform only customer-required and legally mandated inspections (value added).
 17. Involve from the outset of the project, all contributors, internal customer and partners (suppliers and
distributors).
 18. Rationalize and standardize raw materials, product designs, processes and equipment as much as
possible
 19. Supply work stations and evacuate the containers, without interrupting the operators
 20. Eliminate interruptions to flow, rework, handling and container transfers, and minimize WIP.
 21. Make use of operator versatility
 22. Strive for zero change over time performed by the operator.
 23. Systematically facilitate mutual aid by having work stations close together
 24. Avoid strenuous activity and mechanize material handling as much as possible
 25. Adhere to ergonomics, safety and environmental rules and standards
 26. Apply the BAT (best available techniques)

6
 Principios ASSESMENT
Principios guía de cada Pilar: Industrial and logistic processes
• The design and implementation of the supply chain must conform to the guidelines
stipulated in the Industrial policy:
 27. Meet the customer’s exact requirements
 28. Manufacture the strict minimum and adhere to the ‘just in time’ principles (such as FIFO)
 29. Treat customer order fulfillment as a continuous process across functional boundaries
 30. Obtain production lead times close to the sum of the operation cycle times and within customer lead
time
 31. Do it right the first time
 32. Transfer only good product to the next stage
 33. Strive for zero defect and then, adopt the parts per million (ppm) measurement
 34. Identify and eliminate waste (time, m², movements, operations, etc.)
 35. Strive to reduce handling and to use same containers between suppliers and work stations. (try to use
returnable containers)
 36. Minimizes interruption to flow caused by outsourcing operations inside a process
 37. Set cost objectives as a function of quantities manufactured (according to the experience curve)
 38. Organize production system according to pull system:
* planning requirements is used to organize resources
* execute production according to real customer demand
 39. Simplify and then synchronize information flow with product flow
 40. Implement the recommended industrial KPI's performance indicators

3 Otras Características del

MODELO DE MEJORA

7
Principios ASSESMENT
Propósito del Modelo de Mejora
• Contribute to implementing Industrial Policy and in
particular to :

 raise the quality of our products and services to the world’s

best level,
 obtain large and regular cost reductions.

by:
• Putting into place an efficient continuous improvement process
throughout the whole of the company
• Having a permanent increase in the industrial performance to the
highest level for all industrial and logistic sites.
• Training ambitious and motivated teams with committed staff.

Principios ASSESMENT
Alcance del modelo de Mejora
• While respecting the industrial policy, the essential
industrial aspects which are applicable to all industrial and
logistic sites, whatever their specific local characteristics,
are to be identified.

 They must be:

• simple,
• systematically applicable,
• common to all Schneider sites,
• cyclically audited and re-evaluated.

8
 LEAN ASSESMENT
Zoom en algunos temas: Quality Evaluation
• 3 Domains ,4 Categories , 9 Lines
MANAGEMENT OF MANUFACTURING &
PEOPLE COMMITMENT PRODUCT / PROCESS ENGINEERING
LOGISTICAL PROCESSES
SIM PRODUCTION PROCESS ARCHITECTURE / LEAN DESIGN MASTER PRODUCTION SCHEDULING
Work Instructions
Short Interval Production Tracking

SIM SUPPORT FUNCTION

ERGONOMICS / ENVIRONMENT - BAT

PULL PRODUCTION

CONTINUOUS IMPROVEMENT
MATERIAL HANDLING
Versatility & Multi skills Training
SUPPLY CHAIN MANAGEMENT
SSQM / Supplier Quality Management

PROCESS RELIABILITY / CONTINUOUS IMP.

Poka-Yoke Shared Quality Management
Customer Focus
Lean Six Sigma - Kaizen (See/Do)

Process Control

LEAN ASSESMENT
Zoom en algunos temas : Inventory Evaluation
• 2 Domains , 4 Categories ,10 Lines
MANAGEMENT OF MANUFACTURING &
PEOPLE COMMITMENT PRODUCT / PROCESS ENGINEERING
LOGISTICAL PROCESSES
SIM PRODUCTION PROCESS ARCHITECTURE / LEAN DESIGN PRODUCTION PLANNING & SCHEDULING
Master Production Scheduling
CDO / OFO Process
Queue Management
SIM SUPPORT FUNCTION Inventory management
PULL PRODUCTION
ERGONOMICS / ENVIRONMENT - BAT Single Point Scheduling / Pull system
Single Piece Flow Assembly / WIP Mgt
KANBAN Methodology
CONTINUOUS IMPROVEMENT
SUPPLY CHAIN MANAGEMENT
MATERIAL HANDLING Supplier Quality Management
5S Upstream Supply Chain Management
Downstream Supply Chain Management

PROCESS RELIABILITY / CONTINUOUS IMP.

9
4 MODELO DE MEJORA
Auditoria

LEAN ASSESMENT
Objetivo de la Auditoria
• Identify working / management parameters of a
•Target / Goals manufacturing plant
•Preparation
• Auditors
• Compare these parameters to the SPS standard
• Plant
chart - 40 Principles -
•Implementation
•Launching Meeting
•Evaluation • Define strength and weakness of the plant
•Assessment Guide
•Final Meeting
•Feed-Back • Identify potential improvement and priorities
•Score Card
•Report
• Help the plant to implement: methodologies,
tools …

• Get an action plan from the plant

10
 LEAN ASSESMENT
Preparación de los auditores para la Auditoria

•Target / Goals • Define Auditor Team (standard = 3)

• 1 Manufacturing Profile
•Preparation • 1 Quality Profile
• Auditors • 1 Logistics Profile
• Plant
•Implementation • Assessment Schedule (standard)
•Launching Meeting – 5 Days
•Evaluation • 1 Day Travel (2*1/2 Day)
•Assessment Guide • 4 Days Assessment
•Final Meeting • Goals
•Feed-Back – Mobilize all the actors
•Score Card
– Respect plant ’s constraints and priorities
•Report

• The Plant Manager must be present in launching

and closing meetings
• Define schedule 1 month before Assessment

LEAN ASSESMENT
Preparación de la Planta para la Auditoria

•Target / Goals • Plant Data

•Preparation – Safety: Number of Days Lost
• Auditors – Quality : OTDM / PRR / MDR
• Plant
– Manufacturing: Volumes / DVC Hours
•Implementation – Performance: IE / NEE / PLT
•Launching Meeting
– Inventory: IR
•Evaluation
•Assessment Guide
•Final Meeting • Goals
•Feed-Back – Have a global idea of the plant manufacturing
•Score Card – Define sectors (Max 3) to Assessment (80% H
•Report CVD)

• Data request: 1 month before Assessment

• Data reception: 1 week before Assessment

11
 LEAN ASSESMENT
Preparación de la Planta para la Auditoria
• Logistics - Material
•Target / Goals
– 1 Meeting Room (Big) dedicated to Auditors during
•Preparation the all Assessment period
• Auditors
– video projector
• Plant
– paper Board (mini 2)
•Implementation
•Launching Meeting
– “Stabilo” Red / Green (for each Auditor)
•Evaluation – Post-it
•Assessment Guide – Assessment Guide Book (for each Auditor)
•Final Meeting
– Scorecard poster (A1 size): Questions /Marks
•Feed-Back • 1 Poster per Domain

•Score Card • Goals

•Report
– Working with good conditions

• Post Scorecard in the Auditor’s room

LEAN ASSESMENT
Agenda de Auditoria
SPS Assessment / Standard Schedule
Monday Tuesday Wednesday Thursday Friday
8H Sector 1 Sector 2 Sector 3 Sector 1 Sector 2 Sector 3 Sector 1 Sector 2 Sector 3 Sector 1 Sector 2 Sector 3 Sector 1 Sector 2 Sector 3

Nota: This Hourly

9H Schedule is only Preparation Preparation Preparation
indicative, but duration 1A 4A/A' Preparation Final
must be respect 8A
10H 1B Meeting + report
4B - 4C
8B/8B'
1C
11H Arrival 5A 5B 8C
Break Break Break
Quick Tour
12H 2A 6A 9A Final Meeting
2B 6B 9B
Opening Meeting
13H 2C 6C 9C
Lunch Lunch Lunch Lunch Lunch
14H
3D 3A 7B Departure
7E/E'
15H 9D 3B 7D
7A
10E 3C 10A
16H
7C
5C 10B
10D
17H 5D 4D 10C
Break Break Break Break
18H
Debriefing - Report Debriefing - Report Debriefing - Report Debriefing - Report
19H

Nota: This schedule can be changed because avaibilityof people, but do'nt split 3D-9D, 10D-10E, 1A-1B-1C, 2A-2B, 3A-3B,
5C-5D, 4B-4C, 5A-5B, 6A-6B-6C, 7A-7C-7E/E', 8A-8B/B'-8C, 9A-9B-9C, 10A-10B-10C,

12
 LEAN ASSESMENT
Inicio de la Auditoria – Reunión de Lanzamiento

•Target / Goals • Introduce Methodology

– Introduce actors
•Preparation • Plant actors - Auditors
• Auditors
• Plant
•Implementation • Define Sectors to Assessment
•Launching Meeting – 3 sectors (maximum)
•Evaluation • > 80% DVC Hours (Homogeneous in SPS implementation)
•Assessment Guide – Define weight of each sector (% H)
•Final Meeting
•Feed-Back
•Score Card
• Update and validate Schedule
• Insist to respect Schedule
•Report

• Goals
– Define and validate schedule and rolling conditions

LEAN ASSESMENT
Realización de la Auditoria – Evaluación de cada numeral

•Target / Goals
• Evaluation Scope
•Preparation
– Global Evaluation
• Auditors
• Plant • 3 Domains, 10 Categories, 38 Lines
•Implementation – Quality Evaluation
•Launching Meeting • 3 Domains, 4 Categories, 9 Lines
•Evaluation
– Inventory Evaluation
•Assessment Guide
• 2 Domains, 4 Categories, 10 Lines
•Final Meeting
•Feed-Back
•Score Card • Marking System
•Report – Marking on line
• 5 Levels
– Marking 1 to 5 *
* Only entire number !

13
 LEAN ASSESMENT
Realización de la Auditoria – Guia de Evaluación
• Help sheet
•Target / Goals
– Questions
•Preparation – Topic / Elements to analyze
• Auditors – SPS principles
• Plant – Key points / SPS Goals
•Implementation – Indicators
•Launching Meeting – Comments & Pictures
•Evaluation
•Assessment Guide
•Final Meeting
• Analyze sheet
– Questions
•Feed-Back
– Observations / Current State
•Score Card
– Strong Points
•Report
– Points to Improve
– Opportunities / Quick wins

• Use Red / Green (stabilo) to validate questions

LEAN ASSESMENT
Fin de la Auditoria – Reunión de Cierre
• Meeting Introduction
•Target / Goals • Thank for hospitality
• Context / Plant Data
•Preparation
• Auditors
• Results Presentation
– Global Results
• Plant
• Global Mark / Domain Mark
•Implementation • Global Graph
•Launching Meeting – Detailed Results
• Quality Indicator
•Evaluation Graph / Synthesis sheet
•Assessment Guide • Inventory Indicator
Graph / Synthesis Sheet
•Final Meeting • 3 Domain Analysis
•Feed-Back Graph / Synthesis Sheets

•Score Card • Improvement Axes Presentation

•Report – Improvement Axes / Priority Matrix
– Action Plan : to be defined by the plant
• To send latest 1 Month after audit
Message => No Action Plan = No Audit report
• Goals
– Show the ways for improvement : be positive
– Get an action plan from the plant
Message =>The most important is not the score … it is to know the goal and how to reach it

14
 LEAN ASSESMENT
Fin de la Auditoria – Feedback y Puntaje
• Manual
•Target / Goals
– Intranet File: Scorecard. xls
•Preparation Mark manually each line for every sector
• Auditors – If non applicable lines (multi machine manning for ex)
• Plant DON’T WRITE ANYTHING
•Implementation • Auto
•Launching Meeting
– Average Calculation per line
•Evaluation
– Average Calculation per sub-category
•Assessment Guide
– Average calculation per Domain
•Final Meeting
– Global score calculation
•Feed-Back
– Quality score calculation
•Score Card
– Inventory score calculation
•Report

• Results / Graphs

LEAN ASSESMENT
Entrega Reporte Final
• Constitution
•Target / Goals
– 1- Plant Data
•Preparation
– 2- Score
• Auditors
• Plant – 3- Synthesis / Recommendations
•Implementation – 4- Plant Action Plan
•Launching Meeting – 5- Appendix 1: Sub-Category Synthesis
•Evaluation – 6- Appendix 2*: Line Analysis
•Assessment Guide * Only for Plant
•Final Meeting
• Mailing
•Feed-Back
•Score Card
– Synthesis Report - 1 to 5 -
•Report • Industrial OD Management
• Industrial Excellence Management
• SPS / DI G&I Management
– Complete Report - 1 to 6 -
• Manufacturing Plant
Don’t Mail report BEFORE receiving Plant action plan

15
 LEAN ASSESMENT
Sistema de Evaluación
• Marking is based on 5 level scale
Level 1 Level 2 Level 3 Level 4 Level 5
SPS Notion SPS Basic SPS Standard SPS Avanced SPS Expert

Poka Yoke ? Knowledge of ? Experimenting with the ? Extensive implementation ? Quality improvement ? Only normative
concepts use of Poka - yoke & of Pok a -yoke and visual benefits are and certification
? Evidence of a plan visual controls controls being driven by documented with before post production
to train and ? Lean Six Sigma teams analysis of defects and and after evaluation checks and tests
implement within have been trained in the customer feedback ? A reduction in MDR are performed
the facility. application of Poka -yoke. (Manufacturing Defect ? No routine
Rate) can be tied to internal process
implementation validation
? Evidence that def ects / checks are
non -conformances are necessary.
100% OK? 100% OK? 100% OK? detected and addressed
immediatly.

You have to satisfy every questions in the level to score the

mark level
Example : Marking 3
•1 question non OK on level 4

LEAN ASSESMENT
Sistema de Evaluación
Mark / Line
For each Sector click on "+" in column 1 to
see the questions
3 Manufacturing
5 Sectors (representing 80% DVC Hours)
selected for Assessment 1
Average Mark /Plant Weighted Plant Average
+ Mark / 400
SCHNEIDER PRODUCTION SYSTEM SCORECARD
Manufacturing Sectors
(covering at least 80% of DVC Hours)
Sector 1 Sector 2 Sector 3

/ Plant Average
2
SPS-0106EN indAH
SPS2006 DVC Hours Repartition 100% 50% 30% 20%
Jan 5th 2006

PLANT Average 2,82 2,68 3,30 2,43 676

Level 1 - SPS Notion - Level 2 - SPS Basic - Level 3 - SPS Standard - Level 4 - SPS Advanced - Level 5 - SPS Expert - Average Sector 1 Sector 2 Sector 3

PEOPLE COMMITMENT 2,68 2,5 3,3 2,2 214

1 SIM PRODUCTION
3. Work instructions for Manufacturing &
2,80 2,3 3,7 2,7
Manual marking
/ sector
1. Concept of standardized work is 6. Work station instructions also include 8. Management Instructions (Versatility table,
Quality Control are posted (Instruction Board / 10. Operators are routinely participating in
understood Maintenance & Change Over information. 5S, Preventive Maintenance ...) are posted on
Workstation) determination of new standardized work and
2. Work instructions for Safety are posted 7. Each manual/auto workstation has a Sub-cell SIM Boards
1A Work Instructions (instruction board / workstation).
4. Work instructions are known, understood
and followed by the operators.
decision making procedure and operators are 9. Work instructions are visual (minimal
definition of work instructions
11. Work instructions are 100% visual and
2,50 2 3 3
empowered to stop production when a defect reading required) and easy to understand and
5. Work Instructions are used for training new- continuously improved
is detected (andon line) acceptance criterias are clearly defined.
comers

1B
Short Interval
Production & Quality
1. Production Tracking - Good Parts and
3. Production Tracking is implemented by the
operators Hourly (or coherent with Takt Time
Defects Numbers - is implemented per shift by (TT > 0,5 H))
the operators 4. The production and quality commitments
6. Hourly Production Tracking is implemented
with Red-Green Analysis
7. Manufacturing Defect Rate (MDR) is tracked
as a key indicator.
9. Complex issues are addressed through Six-
Sigma or Kaizen Blitz. 12.. Corrective action results lead to an
10. Pareto analysis of quality issues and waste recurrence analysis of defects (defect types
2,80 2 4 3 3
Average Mark
8. Defects are analyzed and Countermeasures is routinely done and updated . are tracked and recorded in a log file)
Tracking 2. Partial knowledge of all the quality defects are known and available at the start of the shift
(containment and/or corrective action) are 11. 80% (minimum) of the difference between
related to each product range 5. Full knowledge of all quality defects related
implemented within the current shift red/green is explained down to root causes.
to each product range

1C
SIM Production
1. SIM Production concepts are partially
implemented
2. Plant Event Cycle (frequency, contributors,
3. SIM Production is led and practiced by the
plant Manager
4. Cell / Product Sector short interval cycles
are respected according to SPS (verify
6. Support function 's members (Methods ,
Mmaterials, Logistics , Maintenance , Quality,
Engineering …) participate in SIM Production
meetings
8. The shift supervisor manages the action
plans and posts them
9. Evidence of dynamic management of the
11. Each manufacturing sector consistently
attains its Internal KPI goals. 3,10 3 4 2
/ Category
Implementation actions plan
deliverables) is known by everyone in frequency) 7. Internal KPIs particular to the product or 12. Internal KPIs show sustained improvement
10. Human resources facilitate and audit SIM
production. 5. The manager and his team respect the process have been established and are over a 12 month period.
Production

4
frequency and duration of the event cycle tracked.

2 SIM SUPPORT FUNCTION 2,50 2,3 3,3 1,7

3 CONTINUOUS IMPROVEMENT in people commitment 2,73 2,8 3,0 2,3
Average Mark
PRODUCT / PROCESS ENGINEERING 2,91 2,8 3,3 2,6 233
4 PROCESS ARCHITECTURE / LEAN DESIGN 3,03 3,0 3,3 2,8 / Domain +
5 ERGONOMICS / ENVIRONMENT - BAT 3,23 3,3 3,5 2,8
Mark / 400
6 MATERIAL HANDLING
7 CONTINUOUS IMPROVEMENT in process engineering
2,50
2,80
2,0
2,8
3,0
3,2
3,0
2,2
Quality
6
MANAGEMENT OF MANUFACTURING & LOGISTICAL PROCESSES 2,86 2,73 3,36 2,45 229
8 PRODUCTION PLANNING & SCHEDULING 3,00 3,0 3,0 3,0 Indicator /400
9 PULL PRODUCTION 2,43 2,25 3,00 2,00
10 SUPPLY CHAIN & QUALITY MANAGEMENT 3,16 3,00 3,80 2,60

QUALITY INDICATOR The quality indicator is the average of the following lines: 1A, 1B, 3B, 7A, 7C, 7E-E', 10A, 10D, 10E 3,08 2,88 3,63 2,75 246
INVENTORY INDICATOR The inventory indicator is the average of the following lines: 3C, 8A, 8B-B', 8C,9A, 9B, 9C, 9D, 10A, 10B, 10C 2,71 2,57 3,18 2,36 217

7 Inventory
Indicator /400

16
 LEAN ASSESMENT
Guía aclaratoria de cada numeral
Product / Process Engineering - Lean Design
4a - Manufacturing Time definition (manual / semi auto)- - P16 -
1 - SPS Notion 2- SPS Basic 3- SPS Standard 4 - SPS Advanced 5 - SPS Expert
6. The Useful Times are predetermined using
4. Standards (UT,DT,OTR) are timed using a
MTM methodology for new processes design.
1. Manufacturing times are formalized. 3. Different manufacturing times stopwatch. 8. Manufacturing times are continuously
(UT,DT,OTR,TSR) are clearly identified 5. Standards (UT,DT,OTR) are updated with 7. Video Analysis / Stop Watch are used to measured and up-dated as needed : mini 1/ year
2. Useful Time (UT) is clearly identified
according to the SPS standard. the operating tasks. determine the UT & DT on the current ETO
(Value added).
processes

 Looking for: SPS Manufacturing time definitions are implemented and understood
 Key points / SPS goals  SPS Principles
 Standard Time Breakdown definition (Bridge Model)  P16 - Follow lean manufacturing concepts when
 UT - DT - OT - TS designing process architecture
 KD - KE - KS
 Comments / Illustrations
 Useful Time and Design time are predetermined with  Intranet / SPS links
 SPS / SPS tools / 25 - Time standard (Manual)
right tools
 SPS / SPS tools / 30 - Time standard (Auto)
 MTM (new processes)
 Time Break down (manual)
 Time Measurement Exemples:
Régleur
Approvisionneur
Exemples:
Arrêts CVD fonctions
Pannes support
Exemples:

 Manufacturing times are updated Nettoyage

Mise en route
Aléas
Estimé

Maintenance op. Non

Formation à poste Qualité

Temps Opératoire Référence

Temps Passé Référence

Exemples:
CVD hors Exemples:
Approvisionnement,
évacuation,
process Erreur hum aine
travaux adm Activité Traitement des
par lot opératoire rebuts
Tris de pièces

TSR
Fréquentiels Exemples:

OTR
sans VA Accoutumance

Temps Conception
Défaut de formation
Exemple:
Cycliques gestes inutiles

 Indicators / KPI’s
opérations
d'ass. sans VA
Calculé

Exemples:

DT
Temps Utile

Déplacements
Contrôles non

IE
normatifs


UT

KSR =
KD = UT/DT KER = DT/OTR
OTR /TSR

 KD / KE / KS Non valeur ajoutée

propre au processus
installé
Déperditions estimées liées à
l'exploitation du processus

LEAN ASSESMENT
Secuencia auditoria y reporte a llenar
3. Different manufacturing times
1. Manufacturing times are formalized.
(UT,DT,OTR,TSR) are clearly identified
2. Useful Time (UT) is clearly identified.
according to the SPS standard.
6. The Useful Times are predetermined using
4. Predetermined Times (UT,DT,OTR) are
MTM methodology for new processes design. 8. Manufacturing times are continuously
measured (SPS Principles).
7. Clock measurements are used to measured and up-dated as needed : mini
5. Predetemined Times are updated with the
determine the UT & DT on the current 1/year
operating tasks.
processes.

 Observations  Strong Points

Question 1
1. Manufacturing times are formalized  Points to Improve

Non OK ? OK ?

 Opportunities / Quick wins

Stop* Question 2
* ask questions of the current
level and then stop

17
 LEAN ASSESMENT
Calidad de los Datos

Quality Datas
 Service Level: OTDM / OTDL M


2004 2005 2006 (June) 2006 Goal

Global
 Product 1
 Product 2
 Product 3


Graph ( Example)

LEAN ASSESMENT
Calidad de los Datos

18
 LEAN ASSESMENT
Puntaje Global y por temas específicos
Audit : Global Score / Quality & Inventory indicator

1200
1200

1000

800
676
600

400 400
400
246 221
200

0
GLOBAL SCORE QUALITY INDICATOR INVENTORY INDICATOR

LEAN ASSESMENT
Puntaje por Pilar

19
 LEAN ASSESMENT
Grafico y puntaje por categoría de cada Pilar

x,xx -> XXX

Management of Manufacturing SIM PRODUCTION x,xx -> XXX
People Commitment
& Logistical Process
SUPPLY CHAIN & QUALITY MANAGEMENT SIM SUPPORT FUNCTION

2,8
3,2
2,5

PULL PRODUCTION CONTINUOUS IMPROVEMENT in people commitment

2,4 2,7

3,3 3,0
PRODUCTION PLANNING & SCHEDULING PROCESS ARCHITECTURE / LEAN DESIGN

2,8
2,5 3,2

CONTINUOUS IMPROVEMENT in process engineering ERGONOMICS / ENVIRONMENT - BAT

MATERIAL HANDLING

Product / Process Engineering

x,xx -> XXX

LEAN ASSESMENT
Recomendaciones y Prioridades
Recommendations / Priorities
 Implement Kaizen
 Develop " I See I Do" , Develop PDCA
 Link Kaizen & 6 Sigma : First goal of Kaizen is quality improvement
 Assure SPS principles before kaizen implementation

 Performance tracking
 Implement IE and breakdown time according SPS standard
 Implement the "road map" in each team
 Orient SIM production animation on Performance
 Implement Pareto Analysis of waste for Quality and for Productivity
 Define simple & visual documents including awareness of the evolution
 Launch a dynamic evolution

 Generalize MPAH according SPS principles

 Describe and analyze VSM : improve control and optimize WIP
 Generalize implementation of the little train

 Deploy SIM supports Fonctions

 Estimate workload schedule on the time in individual planning
 Weekly contact meeting with each manager and his team

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 LEAN ASSESMENT
Matriz de priorización de Acciones
Priority Matrix - Actions
Easy Difficult
Performance animation
Mutual help
SIM
High Benefit

SIM

Lean and flow Optimize layout

KAIZEN KAIZEN
Optimize breakdown time
LEAN DATA
Tidying up / Cleanness MPAH Workstation
Safety KAIZEN
5S INTERNAL AUDIT Optimize production flow
VSM
Suggestion system
Ergonomics
KAIZEN
KAIZEN

Optimize workload scedule

Versatility SIM Support Fonctions
SIM
Low Benefit

Shorten layout
PULL PRODUCTION
Divers
PDCA

Divers
I SEE, I DO

LEAN ASSESMENT
Plan de Acción
 Quality actions
 Develop Poka Yoke as the first solution to implement Ch Lahaye Avril 06
 Use capabilty objectives for process design J Geerardyn Avril 06
 For every Lean diagnosis, identify defects for which we need 6 Sigma approach (GB in diagnosis team)
Lean Project manager juin 06

 Deploy SPS deeply

 Remove brakes in every function or skill Co Dir Avril 06
 Emphasize on line supervisors to ensure management job
 Train and experiment with actors (line teams) O Redon Mai 06
 Create a SPS management committee J Geerardyn Avril 06

 Rely on domain pilot to implement SPS principles

 People commitment O Redon
 Product & Process ingeniering J Geerardyn
 Management manufacturing & logistic process S Pezzani

 Process management actions

 Make a VSM on DT40 D Tourbier juin 06
 Review links between cells in VC60 (Kanban, pulled flow) S Pezzani Oct.06

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LEAN ASSESMENT
Grafico detallado por cada categoría de cada Pilar

LEAN ASSESMENT
Reporte de Puntos Fuertes y Débiles por categoría

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 LEAN ASSESMENT
Reporte detallado por cada numeral
Product / Process Engineering -
4c - Multi machine manning - P29 -
1 - SPS Notion
1. Process involving to accommo date
multiple mach ine ma nning
Lean Design
2- SPS Basic 3- SPS Standard 4 - SPS Advanced 5 - SPS Expert
4. Mu ltiple Machine Mannin g is fu lly
implemented
2. Mu ltiple Machine Mannin g is partially 3. Layout an d cycle time are synchron ized to 6. Ma chin es run ind epende nt of operator
5. Layout an d cycle time are synchron ized to
implemented minimize o perator waitin g time except for material delivery a nd pick up.
eliminate all fo rms of waste ( mo tion , material
han dling, waiting, WIP)
Secteur 1&2 Secteur 3

 Observations  Strong Points:

 Implantation des machines en îlot afin d’optimiser le suivi des  Une opératrice conduit 8 machines dans un espace réduit sur
machines. la ligne ID
 Analyse de la saturation des opérateurs par îlot afin de faire la  Bonne implantation des machines pour faciliter le pilotage des
répartition des machines. machines et les appro composants (machines spéciales)
 Machines bobine primaire qui dépendent d’une personne pour le
chargement et déchargement.  Points to Improve:
 Supprimer les wagons de FG à l’intérieur du U
emballage ID pour plus compacter la ligne, pour
augmenter la visibilité de l’opérateur et réduire ces
déplacements.

 Comments / Opportunities

Gracias por su tiempo

linkedin.com/pub/gustavo-gomez/51/494/8a3
y energía! gustavo_gomez_p@hotmail.com

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