Engineeing tries to improve….

Marketing Department, Tokheim Europe & Africa

Engineeing tries to improve….

Paris - 18/02/2006


Main actions

Timesheets Step 1 - Understanding - Done Timesheets Step 2 - Securing - started ABCD process, checklists on process - Done ABCD process, get people to take ownership - started Other checklists and tools - difficult to start Engineering and Lean - testing tool - starting


Timesheets - Step 1

Step 1: get people to report hours, and make clear split between projects, sustaining, quality, other items...

Clear improvement on real energy dedicated to project over past year (went from 40% to 60% of team real effort)

With Timesheets things get to be visible!!! Some people just understood

they were spending huge amount of Energy on sustaining, or getting disturbed, and just missing every day commitments

people started reacting, focusing more on core activities got people to be aware around them, showing clearly in

Timesheets the name of main ‘ disturbing ’ disciplines moved out part of team that was more dedicated to

factory sustaining


Timesheets - Level 1

0%

20%

40%

60%

80%

100%

Absence/ill

Other time

Factory support

Marketing

Engineering Maintenance

Sustaining

Quality

Projects


Timesheets - Step 2

Step 2: get people to anticipate (plan) from one week to next, and make keep clear split between projects, sustaining, quality, other items...

Clear feeling that this will get stability to 2005 results , improvement on real energy dedicated to project in future (target is to secure 60% to 70% of team real effort on projects)

Real gentlemen agreement weekly between leader and actor on reporting accurately the ‘disturbing’ facts and problems


ABCD process

Converted understanding process to an easy to understand ABCD 4 step method

Build simple checklists to make people accept fact that we take short-cuts

Make people understand that short-cuts bring failures


Module 1 and 2Phase A - Check list

Is situation understood clearly? Exhibit A in folder: Done� Is scope of project put in writing? Exhibit B in folder: Done Are costs fully understood and described? Exhibit C in folder: Done see competition, and cross compare at matrix of functionality's

level (need to go out, and visit sites with Tokheim product, and competition product, also do competition tear down and costing) Exhibit D in folder: �Done

Are customer’s wishes identified (explicit/implicit)? Exhibit E in folder: �Done

Are market implicit and explicit needs identified? Exhibit F in folder: Done� Are safety requirements clearly identified? Pre-risk assessment? Exhibit G in folder:

Done Is SSD position clear on product/market Exhibit H in folder: Done Are regulatory requirements clear (ATEX, W&M, other)? Exhibit I in folder: Done Is warranty cost in key SSDs understood and addressed? Exhibit J in folder: Done Is BOSCAR (see end of presentation)done now with Marketing? Exhibit K in folder:

Done One to One meeting with (exhibit L, minutes of meeting)

Quality Done Date of meeting: 14/06/05 Marketing Done Date of meeting: 09/06/05 engineering team Done� Date of meeting: SSD Done Date of meeting: 14/06/05 Purchasing Done� Date of meeting:


About Checklists

We try to list simple questions, and make sure people feel comfortable to say ‘ yes ’, done….

If question was answered ‘ yes ’ one day, you can cancell that ‘ yes ’ a few days or weeks after, if you feel it is not appropriate

we make a list of people part of the project team (they need to come from all relevant diciplines of business)

we open extendable check list, so ideas or important things that we should not forget are on a list, early stage


Phase B - Project teamList of names proposed

Finance : _XXXXXXXX___________________

Central Purchasing : _XXXXXXXX________________

Factories (put 2 names if needed) : _XXXXXX / YYYYYY / ZZZZZZ / TTTTTT

Approvals (W&M, ATEX, risk assessment) : _AAAAA / BBBBBl _________

SSDs (put 2 names if needed): : _ CCCCC / DDDDD_______

Marketing : _RRRRRRRRR______________

Quality : _MMMMMMMM _______________

Electronics (if needed) : ____________________________

Patents : _GGGGGGGGG __________________


Phase D - Check list(to be open at Phase C and feed continuously after. To be finished at production tollgate)

build, maintain and feed the Specific tool list to prevent

missing final tooled parts at production tollgate Started � Living � OK at end� build, maintain and feed the side projects list to be synchronized

with this project to avoid missing final Rendez-vous targets Started � Living � OK at end� build, maintain and feed the risk assessment file, and involve

all key HSE players, and Engineering Services approval team Started � Living � OK at end� value engineering (with competition analysis on main competitor

Started � Living � OK at end� ____________________________________________________

____________________________________________________ Started � Living � OK at end� ____________________________________________________



____________________________________________________ Started � Living � OK at end�

note: maybe need to think of Quality controls, W&M approvals in various countries, corrective action list from alpha+beta+audit+veteran+FMEA reviews, etc….

Responsibility of PL to build list during project.


ABCD process - Team understanding

Work shop during Yearly Engineering meeting of team Team more and more aware and understanding facts.

On main Post-it work, top 3 key reasons of failures and late projects were listed as: 1) Poor understanding of the full scope of the project - 29 votes 2) Not enough resource & priorities not clear - 13 votes 3) strategy & responsabilities unclear - 9 votes

On TOP 1, team considered that top reason for this to happen was a poor Phase A of today ’s project (phase A understood now as most critical phase of any project)

Main comments on next slide


ABCD process

Seems everyone is more and more convinced that the ABCD process, specially the A phase, has to be emphasized.

All failures and main slippage linked to phase A uncompleted or not done correctly, leading problems and slippage

The right people have to be involved from the start. People to be involved also have to WANT to be involved!

All members of Team have to be aware of what is involved in the running of a Project at the start. Training may be required on Concurrent Engineering and Toyota Method. ABCD method to be explained more again.

Weekly (routine standard) meeting should take place even if there is very little to report. This will then become a habitual procedure.

Have team to take decisions (concensus), not leader unless forced to


Other tools

History on products Parero on problems (manufacturing and site)

PRODUCT HISTORY FORM

What we have to remember

Sub-Product Sketch, situation, what should be done, what should be avoided

PARETO PRODUCT PROBLEMS

Dates where problem happened (cumulatives column)

Problem #1 Problem #2 Problem #3 Problem #4 Problem #5 Problem #6 Problem #7 Problem #8 Problem #9 Problem #10

Accumulation of eventsplease put date of incident(one box per event)

Group of incident contributorsIdentify group in box


Other tools

Products problem tracking

and severity Sketch Causes Action , responsable and date Check #1 (result & date) Check #1 (result & date) Status

Identified Action proposed action lauched Correction effective Problem Tracking form 2005-06-20


Engineering and Lean - test tool

On the project, we identify the objectives (both generic, and marketing specifics for this project)

On Lean tool, we list all potentials



If a tool potentially helps to achieve the Objective, first tick identifies it (here, standardization can help reduce cost on material, or fool proof design help reduce quality rejects).

Depending of resources, select those we want to keep, make other Black.



Second tick, action initiated (comments on list and names), 3rd on work group and status, 4th when finished and part of project

Engineeing tries to improve….

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