KM and LEAN in traditionnal tooling machine sector
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1 Lean perspectives and Knowledge Management application in service department of CNC machine tool manufacturer Peng Zhao Supervisor: Emmanuel CAILLAUD, Ivana RASOVSKA, Bertrand ROSE IAMOT 2016 The 25th international conference for management of technology IAMOT 2016 - 05/19/2016
Transcript of KM and LEAN in traditionnal tooling machine sector
1IAMOT 2016 - 05/19/2016
Lean perspectives and Knowledge Management application in service department of CNC machine tool
manufacturerPeng Zhao
Supervisor: Emmanuel CAILLAUD, Ivana RASOVSKA, Bertrand ROSE
IAMOT 2016The 25th international conference for management of technology
2IAMOT 2016 - 05/19/2016
1. Research context
2. Case study: Huron-Graffenstaden
3. Scientific background
4. Methodology
5. Partial results and discussions
6. Future works
Summary
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Research context1
- Executive PhD candidate
- ICUBE Laboratory of University of Strasbourg (CNRS UMR7357, 500 researchers)
The Engineering science, computer science and imaging laboratory
- Partner company: Huron-Graffenstaden CNC tool machine manufacturer
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Case study: Huron-Graffenstaden2
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Montréal CANADA
Istanbul TURKEY
Renningen GERMANY
Subidiaries Offices
Shanghai CHINA
Headquarter of the group
Case study: Huron-Graffenstaden
JYOTI group
Rajkot INDIA
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Employees : Around 150 employee
(45years old)
Production: >100 machines / year
Customer service
Production (12 000 m²)
Methods
Research & Development
Quality Continue improvement
Purchasing
Case study: Huron-Graffenstaden
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2 Case study: Huron-Graffenstaden
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2 Case study: Huron-Graffenstaden
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Industrial problematics
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2.1Tooling machine is complex
1 ~ 2 Years
Expert knowledge highly required
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Industrial problematics
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2.1International market, international competition
- Face to international competition
- International customers- Traditionnal market
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2.1
Emergency
Machines for production
Answer time
Tomorrow ?
Field service
Cheaper & Quicker
Limited number employees
Technicians’ specifical skill
Internal procedure
Service department: 25% of global turnover, need more benefits
Industrial problematics
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Scientific background3
- Applying the Lean philosophy in service sector How to apply the Lean tools in service sector Studying the relation between Lean and KM
- Deployment of the KM in a company Define or choose the KM model for the target industry How to construct a decision support system with KM
concept Define the indicators for KM and Lean service’s
performance evaluation
Scientific problematics
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Methodology4- Literature review
63 KM papers, 18 PSS papers, 16 Lean service papers, 2 servitization papers
2 KM and LeanTyagi, S., Cai, X., Yang, K., & Chambers, T. (2015). Lean tools and methods to support efficient knowledge creation. International Journal of Information Management, 35(2), 204–214. Dombrowski, U., Mielke, T., & Engel, C. (2012). Knowledge management in lean production systems. Procedia CIRP, 3(1), 436–441. 2 paper Lean in PSSSassanelli, C., Pezzotta, G., Rossi, M., Terzi, S., & Cavalieri, S. (2015). Towards a Lean Product Service Systems (PSS) Design: State of the Art, Opportunities and Challenges. Procedia CIRP, 30(August), 191–196.Resta, B., Powell, D., Gaiardelli, P., & Dotti, S. (2015). Towards a framework for lean operations in product-oriented product service systems. CIRP Journal of Manufacturing Science and Technology, 9, 12–22.
- Literature analysis Building a link between two concepts: Lean service and KM
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- Application of AAR(Actors- Activities-Ressources) in case studyAnalyzing the relationship between service department and other
services
Methodology4
- VSM of service department VSM methode is applied in the service sectors
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- AAR(Actors- Activities-Ressources) in the case study
Partial results5
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5- VSM in the service (Case study)
Partial results
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5 Partial results- Links between KM and Lean service
Different Lean tools could by applied in defferent KM stage Lean tools could be helpful for KM deployment in the service sector
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Future works and discussion6
- Build a KM deployment model for case studied company
- Define indicators in order to evaluate the KM and Lean service maturity level -> PPS level of a company
- Check the indicators in this case study
- Generalizing these indicators for target type companies
- Skill to Knowledge management ?
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