BOC Strategic Meeting Presentation 2010

Managing Complexity of Managing Complexity of Process Process ChangesChangesBy Christine SchmetzBy Christine Schmetz

Quality System Services ManagerQuality System Services Manager

1- Introduction

1.1 Emerson – Emerson Climate Technologies

1.2 Products & Manufacturing Processes

1.3 Mapping Manufacturing Processes

Table of ContentsTable of ContentsTable of ContentsTable of Contents

BOC Strategic Meeting Sept 10 – Managing Complexity of Process Changes

2- Complexity of Process Changes

2.1 Short Term Changes – Versions / Status

2.2 Long Term Changes – Variants / Target State

3- Outlook: Issues to be solved…

11--1 About Emerson 1 About Emerson


A diversified technology company with

US$ 20.9B of sales worldwide in FY 09.

11--1 About Emerson 1 About Emerson


129,000 employees 250 manufacturing locations worldwide –

165 located outside the United States.

1-1 About Emerson Structure


55

Europe USA Asia

Process Management

Appliances & Tools

IndustrialAutomation

NetworkPower

5 Financial Segments

of Emerson

• Supermarkets

• Restaurants• Pharmaceutical industry• Air driers• Milk cooling• Industrial process cooling

• Chillers • Rooftop systems• Commercial and Light Commercial Heat Pumps

• Self-contained systems• Water coolers

11--1 Emerson Climate Technologies 1 Emerson Climate Technologies -- Products Products & Markets& Markets11--1 Emerson Climate Technologies 1 Emerson Climate Technologies -- Products Products & Markets& Markets

REFRIGERATIONREFRIGERATIONCOMMERCIAL COMFORTCOMMERCIAL COMFORT

• Chillers • Rooftop systems• Commercial and Light Commercial Heat Pumps

• Self-contained systems• Water coolers


Air Conditioning and Heat

Pumps for residential

applications

• Trailers and commercial distribution trucks• Trains and busses• Sea containers

RESIDENTIAL COMFORTRESIDENTIAL COMFORT

TRANSPORTATIONTRANSPORTATION

Heating, Ventilation, Air Conditioning and Refrigeration solutions for residential, industrial and commercial applications.

•Air Conditioning and

Heat Pumps for

residential applications

• Trailers and commercial distribution trucks• Trains and busses• Sea containers

11--1 Emerson 1 Emerson Climate Technologies Products ManufacturingClimate Technologies Products Manufacturing11--1 Emerson 1 Emerson Climate Technologies Products ManufacturingClimate Technologies Products Manufacturing

Welkenraedt, Belgium


NORTH AMERICA:

� Brantford, Ontario (Canada)

� Sidney, Ohio (4)

� Hartselle, Alabama

� Natchitoches, Louisiana

� Ava, Missouri

� Lebanon, Missouri

� Rushville, Indiana

� Reynosa, Mexico

� Guadalajara, Mexico

EUROPE:

� Cookstown, Northern Ireland

� Welkenraedt, Belgium

� Mikulov, Czech Republic

� Kolín, Czech Republic (Alco)

� Pieve d´Alpago, Italy (Dixell)

ASIA:

� Suzhou, China

� Shenyang, China

� Karad, India

� Atit, India

� Rayong, Thailand

� Dubai, UAE

11--1 About our1 About our Manufacturing Manufacturing Location Location in Belgium.in Belgium.11--1 About our1 About our Manufacturing Manufacturing Location Location in Belgium.in Belgium.

� Biggest Manufacturinglocation in Europe

� +/- 500 Employees

� Max. capacity :250.000 compressors

� Machining and Assembly


� Machining and AssemblyProcesses.

1- Introduction










11--2 About 2 About our Productsour Products11--2 About 2 About our Productsour Products

3 Product Families


SUMMIT 7.5-15Hp

SPECTER7.5-15Hp

LCS 20-40Hp

11--2 About 2 About our our Machining & Assembly ProcessesMachining & Assembly Processes11--2 About 2 About our our Machining & Assembly ProcessesMachining & Assembly Processes

1 Machining area – 2 Zones (Turning & Milling)

Turning

Milling

2 Main Assembly Lines - 3 Product Families–

Merging into 1 for the Final Process


LCS / SPECT

ER

LSH

DS

Summit Ass.

Specter /LCS Ass. Final Test

Pack.

Painting

1- Introduction










11--3 Adonis 3 Adonis as as ourour central central ProcessProcess ModellingModelling PlatformPlatform

40 Main Processes65 Sub Processes


PRODUCTION PROCESS FLOWADMINISTRATIVE PROCESSES

3 Assembly LinesMachining Area

11--3 Mapping Manufacturing Processes 3 Mapping Manufacturing Processes –– Why ?Why ?11--3 Mapping Manufacturing Processes 3 Mapping Manufacturing Processes –– Why ?Why ?

Innovation :

Quick Respond to Market Needs and Trends

=> Introduction of new Products on existing lines

Customer Orientation :

Professional way to communicate with customers / auditors about


Professional way to communicate with customers / auditors about control plan, process flow, changes made on process….

Productivity :

Continuous Rebalancing of the line to increase Productivity(automation of operation, new equipment, move operation…).

11--3 Mapping Manufacturing Processes 3 Mapping Manufacturing Processes –– Why ?Why ?11--3 Mapping Manufacturing Processes 3 Mapping Manufacturing Processes –– Why ?Why ?

Quality :

Ensure Flexibility and Continuous Improvement of the Control Plan :

1- Increase / Decrease control frequency :

- Justified by problems encountered,

- By equipment capability,

- FMEA risk analysis


- FMEA risk analysis

2- Add / Suppress Control

3- Change Ownership of Controls

Demand Driven :

Ensure efficient training of new operators (peak season)

Ensure flexibility of operators on the line (ability to work on variousworkstations)

11--3 3 ManufacturingManufacturing ProcessesProcesses -- SpecificitiesSpecificities

- Many Product variations on same Assembly Line.

-1 Model per Manufacturing Process (including various products)

LCS


11--3 3 ManufacturingManufacturing ProcessesProcesses -- SpecificitiesSpecificities

Work-, Control-, Checking-, Mastering Operations

Work Op.

Control Op.

Unique ID N°

Color Codes


Control Op.

Checking Op.

Mastering Op.

11--3 Link 3 Link between Operation and Controlsbetween Operation and Controls11--3 Link 3 Link between Operation and Controlsbetween Operation and Controls


Automatic Link to the related Control Operations

11--3 Key Figures3 Key Figures

3 Assembly Lines Machining Area

84 Workstations 23 Workstations

230 Work Operations 78 Work Operations - 232 Sub Op.


230 Work Operations 78 Work Operations - 232 Sub Op.

214 Control Operations 587 Control Operations

65 Checking Operations 52 Checking Operations

125 Equipements 60 Equipements

600 Documents 350 Documents

11--3 Elements linked to an Operation3 Elements linked to an Operation11--3 Elements linked to an Operation3 Elements linked to an Operation


1- Introduction










2. Different Types of Changes2. Different Types of Changes2. Different Types of Changes2. Different Types of Changes

Keep processes up too date

« Daily changes » - Short Term – Versions / Status

Current model is being updated to reflect short-term changes

Versus


Integrate new product, new cell…

« Major change » - Long Term - Variants

Daily Changes must be integrated on a regular basis on the model +

the model serves as basis for the implementation of major mid- or long termchanges.

22--1 „Daily Changes“ 1 „Daily Changes“ –– Key FiguresKey Figures22--1 „Daily Changes“ 1 „Daily Changes“ –– Key FiguresKey Figures

Ca. 400 Changes / year


Ca. 250 Changes / year

22--1 „Daily Changes“ 1 „Daily Changes“ –– Key DriversKey Drivers22--1 „Daily Changes“ 1 „Daily Changes“ –– Key DriversKey Drivers

Control plan (control frequency, add/suppress….)

Operations (line rebalancing => reallocate operations & operationcontent)

Suppress / Add machining sub operations


Introduction of new tooling, equipement,…

…

=> Communication, Reactivity, Integration and Traceability

22--1 „Daily Changes“ 1 „Daily Changes“ -- Get InformationGet Information22--1 „Daily Changes“ 1 „Daily Changes“ -- Get InformationGet Information


22--1 „Daily Changes“ 1 „Daily Changes“ -- Prepare Change ImplementationPrepare Change Implementation22--1 „Daily Changes“ 1 „Daily Changes“ -- Prepare Change ImplementationPrepare Change Implementation


-Increment Version of current model - « Save as » in the DRAFT Folder (move ref.)-

-Change Status in « DRAFT »

22--1 „Daily Changes“ 1 „Daily Changes“ -- Implement ChangesImplement Changes22--1 „Daily Changes“ 1 „Daily Changes“ -- Implement ChangesImplement Changes

-Identify Impact of Changes

-Search

-Object references

-Related Controls

-….


-….


- Implement Changes on process flow and related elements :

-Documentation

-SOEs

-Equipment => EQM software

-Control Plan



- Track changes in History


22--1 „Daily Changes“ 1 „Daily Changes“ -- ApproveApprove22--1 „Daily Changes“ 1 „Daily Changes“ -- ApproveApprove

- Publish DRAFT Model in HTML

-- Send approval mail (votting buttons) and get « Approve » or « Comments »


22--1 „Daily Changes“ 1 „Daily Changes“ -- PublishPublish22--1 „Daily Changes“ 1 „Daily Changes“ -- PublishPublish

- Change status of current model in « Archived »

- Drag current model in folder ARCHIVED – ADL export on server

- Change status of draft model in « Released »


- Change status of draft model in « Released »

- Drag in folder RELEASED

- Inform users per e-mail of new version (+ change history)

22--2 Major Changes2 Major Changes22--2 Major Changes2 Major Changes

Introduction of a new product on existing Assembly Line (ex. REF Summit)

⇒Existing process as a basis :


⇒ to assess required investments and changes

⇒ to develop control plan

⇒ to establish or review documentation…

22--2 Major Changes 2 Major Changes –– Current situationCurrent situation22--2 Major Changes 2 Major Changes –– Current situationCurrent situation

Changes related to the new « product » are :

- Integrated in the current model – Red Agregation.



New product is added in the product model.

-New product is added in the new / existing operations.



By clicking on the new

Product in the product model,

Point at operations referring


Point at operations referring

To this new product.


- Red Agregations will dissapear when new product is released.


1- Introduction









3- Challenge: Issues to be solved…

3. Challenges3. Challenges3. Challenges3. Challenges

2 (or more) models being updated in parallel :

-To reflect short term changes.

-To assess / prepare new product implementation.


-SYNCHRONIZATION….

Thank You For Your Attention ! Thank You For Your Attention !

[email protected]


[email protected]

BOC Strategic Meeting Presentation 2010

Documents

Transcript of BOC Strategic Meeting Presentation 2010