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Powertrain PlantsVehicle Assembly Plants
SPR
Management book
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page C1
Editorial
The objective of the Renault Production System (SPR) is to ensure that Renault can benefit from the
most high-performance production system worldwide.
Since 2000, a wide range of projects focusing on standardization, progress, self-maintenance and
quality control have been deployed at the plants, often at a high labour cost. The SPR is now a daily
reality for all those involved in the Renault manufacturing function. In many instances, we can now
see the positive impact of each SPR procedure on the quality of our products, our delivery times, the
performance of our facilities and manufacturing times.
However now that Renault is conquering new markets and extending its industrial scope right
across the world, the SPR « system » will have to operate to its full potential and become a true
philosophy of management. All the component strategies in the Renault Production System are
inter-linked thus creating a powerful synergy that should bring us ever closer to the ultimate of
target « daily excellence » by:
• ensuring that we provide the level of quality required by our internal and external customers,
• reducing overall costs,
• manufacturing the required products at the required moment,
• promoting accountability and mutual respect.
Just as the EWT managers have been issued a EWT Book, we have decided to provide all workshop
managers and plant managers with an SPR Management Book. This is a reference document which,
in addition to presenting the target results of each SPR strategy, also indicates the manner in which
they interact, i.e. the very driving force of the system. It should give you the means to coordinate the
rational implementation of the system in all spheres of activity, to continually improve our Work
Stations and processes and promote our current and future performance.
Michel GornetDirector of Manufacturing
December 2004
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 1
Contents
SPR for optimum performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Standardization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Progress through standardization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Key standardization players . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
The Standardization « dimension » . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Kaizen: continuous improvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Progress through Kaizen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Different types of Kaizen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Key operatives in the Kaizen strategy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
The « System » dimension of Kaizen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Quality Control: QC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Progress through Quality Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Daily quality management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Quality management tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Self-alignment and surveillance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Quality control operatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
QC « System » dimension . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Facilities management: TPM (Total Productive Maintenance) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Progress through TPM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Implementing TPM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
TPM operatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
TPM « System » dimension . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Flow management: Just-in-Time (JIT) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Progress through JIT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Kaizen JIT project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
The JIT operatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
The JIT « System » dimension . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
Deployment of objectives and action plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Directing progress dynamics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
PDCA management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Operatives in the deployment of objectives and action plan procedure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Deployment of objectives and action plans system dimension . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
From a « system » strategy to « daily excellence » . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
Annex . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46Annex I: the Roadmaps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
Annex II: the EWT book . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 3
As regards the manufacturing function, their primary role is to guarantee manufacture in terms of quality, cost and
delivery time on the one hand, and then to continuously improve the manufacturing quality, cost and delivery time
on the other. To achieve these two closely connected missions, continuous improvements to the Work Station are
necessary, an objective ensured by the implementation of the SPR system, which pushes the Work Station to its full
potential by application of the following principles:
• place the operator and EWT manager at the centre of all progress measures;
• standardize until the optimum level is attained;
• ensure continuous improvement by eliminating the causes of non-performance;
• manage knowledge transfer to ensure progress over the long term.
SPR for optimum performance
4
Suppliers
Product/process
ManufacturingFlow Work Station
The objective of the Renault Production System (SPR) is
to ensure that Renault can benefit from the most
high-performance production system worldwide. To this
end, the SPR focuses on two fundamental principles:
coordinated quality control and lean production. Four
strategic targets have been set in order to achieve
maximum customer satisfaction:
• ensure that the level of quality expected by both inter-
nal and external customers is achieved,
• reduce overall production costs,
• manufacture the required products at the required
moment,
• promote a sense of personal accountability and
mutual respect.
The efficiency of our industrial model - although
expressed in terms of quality, cost, delivery time and
> The Renault Production System, optimum performance
personnel management - is measured first and foremost
at the Work Station. For example, the reliability of the
components delivered, the line procurement method, the
Work Station design and the product manufactured, all of
these factors together determine the level of performance
of the operator at the Work Station. With the Work Station
as the primary focus of industrial performance, the
SPR system ensures that all operatives from the four main
functions involved in the manufacture of a product abide
by same set of principles, operating rules, procedures,
tools and standards. These 4 functions are:
> product-process design,
> suppliers of parts, materials, components and
equipment,
> part delivery and vehicle shipment logistics,
> manufacturing.
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 4
- Ensure a robust product/process and its evolutions- Strictly comply with the standard operation - Design and maintain production line
- Guarantee the daily production- Guarantee the quality and quantity of daily supplies- Strictly comply with scheduled sequence of production
- Perform surveillance plan - Resolve quality problems and carry out corrections - Do not accept any defects
- Design a product-process to minimize manufacturing time - Maximize the line balancing performance- Optimize start-ups
- Allocate materials to match orders - Respect and optimize the materials specifications
- Minimize the total cost of equipment- Make good use of equipment
- Develop a flexible industrial system- Reduce lead time - Ensure consistent mix and volume
- Reduce the size of manufacturing batches- Minimize work in progress and stock levels between processes
- Deploy and apply objectives and action plans- Mobilize and recognize the efforts of each employee- Guarantee safety and improve ergonomics
- Mobilize everyone on common performance objectives - Create win-win relationships with suppliers
- Train and develop personnel- Organize staff versatility- Ensure logical career progression
- Ensure on going reduction of environmental impact- Engage with local community
Objective Targets Principles Guidelines
Deliver 100% the quality required
by internal and external customers
- Quality driven- Lean Production
Design and manufacturezero defect product
Do not accept or fowarddefective products
Maximize performanceof workfoce
Minimize costsof materials
Maximize equipment economical efficiency
Increase our reactivityto customer demand
Minimize stock levels
Involved all staff
Work in partnership
Develop skills
Keep toproduction schedule
Reduce total cost
Manufacture the productsrequired in the
moment required
Empower peopleand respect them
Protect the environment
5
SPR Management book
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 5
6
SPR for optimum performance
• facilities management is based on Total Productive
Maintenance (TPM) and on other tools such as the
MBR (Major Breakdown Report), QC Story and the
competency grid;
• flow management is based on the just-in-time
method;
• progress management is based on the deployment
of objectives and action plans from senior
management down to the EWT.
Each SPR target is governed by its own inherent set of
principles and rules. These procedures and rules are
indicated in the « SPR arrow diagram ». They can be
grouped into five families:
• workshop management is based on Work Station
Standardization (WSS), Basic Skill Training and on
the Kaizen method;
• quality control is based on daily quality
coordination, response time and a set of non-quality
analysis and locking tools such as QC Story, the QA
matrix or Poka-Yoke;
> Implementation of the Renault Production System
JIT
QC TPM
Daily excellence
Deploymentof objectivesand action
plans
PA D
C
KaizenBasic Skill Training
Work StationStandardization (WSS)
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 6
• that the ultimate objective is « daily excellence ».
The diagram does not however adequately explain the
« system effect ». « The whole is always more than the
sum of its parts » . The efficiency of the SPR system
and of its component strategies depends on its
capacity to create a « system effect », i.e. its capacity
to combine several progress procedures or tools. Each
manager is responsible for implementing the SPR
system within his own sphere of activity. To coordinate
the SPR within a given sector, it is necessary to
implement each of the procedures (its principles,
objectives, the results to be attained), however the
« System » dimension should also be properly
understood, i.e. all the associated synergies.
However, even if an SPR strategy is considered the
best way to improve a specific Quality Cost Delay
Human Ressource Environment (QCDHRE) indicator
and even though each indicator can be processed
separately, together they constitute a coherent whole:
this is the key to the SPR system.
The SPR arrow diagram states:
• that it is necessary to run several progress strategies
simultaneously (JIT, TPM, Standardization, Kaizen…);
• that the process has to be implemented (for
example, standardization must be effective before
Kaizen can be effective);
• the direction to be followed by all, the deployment
of objectives;
The SPR management book has been specially drafted
for plant workshop managers, the support functions
and plant managers. Just as the EWT managers use
the EWT book to charter progress in the short term,
the SPR Management Book is the reference guide for
workshop managers and department managers when
drafting the Renault Production System
implementation plan for their respective sectors.
The SPR Management Book provides a concrete
explanation of each SPR strategy:
The « Tools » dimension: defines the strategy, its
utility, principles and technical content.
The « Management » dimension: defines the role of
line management and of support functions in the daily
implementation of the strategy.
The « System » dimension: defines the interactions of
the procedure with other procedures, which prompts
sequence of deployment over time, in order to
maximise the QCDHRE savings.
7
> SPR Management Book: efficient coordination
EWT Manager
Board SPR Management book
EWT book
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 7
The purpose of standardization
Standardization is the keystone of the SPR system,
the basis for effective Standardize Do Check Act
(SDCA) management. Without standards there can
be no progress and no efficient knowledge
management. Standardization applies to all
repetitive manufacturing activities, to all
installation stations, recurring operations (e.g. tool
loading in highly automated sectors), and to all
quality control and logistical and environmental
management activities.
Standardization means indicating the best way to
accomplish a given task « at a given moment ». The
standard is the Standard Operation Sheet (SOS)
drawn up by the EWT manager. It is based on
dialogue between the operator (or all operators
running the station) and the unit manager, and is
drawn up by the EWT manager according to a set of
engineering recommendations drafted in the form
of a Process Operation Sheet (POS). The SOS
describes not only the procedure to be followed,
but also the key requirements that guarantee the
quality of the operation concerned. Once validated,
the standard must be rigorously observed by all
operators at the station. The SOS is also a
reference work to be used when training personnel
newly appointed to the Work Station.
Rigorous compliance with the standard ensures:
• the safety of the operator;
• the highest level of quality, from the first task
onwards, meaning no additional quality control
or rework is required and that dispersions
between the shifts are minimized: the same SOS
is used by all shifts at a given station;
• a simple, ergonomic and economic procedure;
• that the delivery time is observed, i.e. the
delivery of the part or assembly to the next
process at the right moment.
Training on the Work Station isrequired for Standardization
The purpose of the standard is to describe the
procedure to be followed at the Work Station. It
serves as the training support for the EWT
manager when teaching the applicable procedure
to new operators at the station. For these
purposes, the training course has been structured
into three stages:
1 - Basic Skill Training: for learning the basic
gestures of the technique.
2 - Training on a model or replicate stations: in
particular during production start up when many
operators have to be trained, training can be
conducted on off-line stations upstream.
3 - Training on the station: this training session,
ensured by the EWT manager with the assistance
of the senior operator or U operator, consists in
teaching the content of the SOS in three steps.
• Step 1 (« I do »)
the EWT manager shows the operator how to
execute the operation according to the SOS. He
explains the various steps of the procedure and
the key requirements to be met.
• Step 2 (« We do together »)
the operator executes the operation with the help
of the EWT manager; he indicates the main steps
and knows the key requirements.
Standardization
8
> Progress through standardization
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 8
Standardization and Quality Control
The standard has a direct impact on quality
control: firstly, compliance with the standard
reduces manufacturing dispersions by virtue of the
fact that all operators follow the same procedure
at the same station, i.e. the procedure defined as
the most appropriate at the moment concerned.
Because the standard is the first guarantee of
quality check, always, on a daily basis, that
standardization conditions are listed on the
indicator panel and are effectively observed.
Furthermore, whenever an incident associated with
an internal procedure is identified (manual
installation, welding, painting, etc.), the exact
conditions and parameters prevailing at the
moment the incident occurred should be
determined. If the same standard is not observed
by all parties, it becomes difficult to ensure quality
analysis; nor is it possible to make a rational
comparison with a known reference in order to
identify the root causes of the fault.
The standard therefore ensures both the quality of
the procedure and the identification of high-risk
issues. The standard indicates the key
requirements to be met to ensure the quality of the
operation. If an assembly defect is detected on a
part, the EWT manager checks whether the
standard has been observed and whether the
defect is subject to a key requirement:
> if the SOS stipulates a key requirement, three
causes may explain the origin of the defect:
1 - the key requirement has not been understood
by the operator,
2 - the operator has not complied with the key
requirement,
3 - the key requirement is not sufficiently robust.
• Step 3 (« You do »)
the operator performs the procedure by himself
within the allocated task time.
At each station, the level of operator knowledge is
described by the ILU levels:
I - The operator knows how to perform the
designated task within the allocated time
although he may need help should a difficulty
arise.
L - The operator can execute the task
independently.
U - The operator is capable of assisting and
training other operators on the station, under
the responsibility of the EWT manager.
These levels I, L and U are to be re-evaluated
whenever a significant change is made to the
station or its environment: re-commissioning, new
product, new line balancing, etc.
Managing operator versatility (multi-skilling) is one
of the key activities of the EWT manager:
• a skills deficiency will mean the system is
vulnerable to problems such as absenteeism; on
the other hand too much versatility can be
difficult to attain and even more difficult to
maintain. The right balance is targeted as
follows:
- 1 operator – 3 stations: each operator is capable of
running 3 stations, for example 2 stations at level
L and 1 station at level U,
- 3 operators – 1 station: each station can be run by
3 operators, e.g. 2 operators at level L and 1operator at level U,
• furthermore and depending on how the EWT is
organized, certain operators - for example the
senior operators - should be capable of running a
higher number of stations within the EWT or
module.
9
SPR Management book
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 9
In all cases, the EWT manager must promptly
rectify the problem either by modifying the
standard and/or by teaching its contents.
> if the SOS does not stipulate a key requirement,
the EWT manager should include the new
requirement in the standard and then train the
operators accordingly. Next, once the required
level of quality has been achieved for the
customer, a project to define a counter-measure
may be implemented. This will involve a
modification to the procedure or implementation
of a more robust product-process.
Standardization and improvement
Although standardization is the base of the procedure,
it is never necessarily complete.
On the one hand, a standard must evolve, for example
to remain in line with upgrades to the Work Station
(re-organization, new appointments). On the other
hand, the standard will change based on quality
incidents not accounted for in the initial procedure.
Such improvements to the standard may in turn prompt
a modification to the process operation sheet or to the
product and technical standards (cf. diagram below)
through engineering projects and knowledge transfer.
10
P/S
Techstd
C
A D
P/S
POS
C
A D
P/S
SOS
C
A D
Advanced project engineering Plant / Project engineering Workshop management
Recommendation
Knowledge management
> Key standardization players
Standardization
Role of the EWT manager
The EWT manager is the main standardization
operative. By reference the Process Operation
Sheets (POS), his role is to:
• define, in conjunction with the operators and
EWT managers of the other shifts, the best
procedure to be applied at a given moment;
• draw up the « Standard Operation Sheets» (SOS)
for the various stations in his EWT;
• apply the SOS for each of the stations in his unit;
• initiate the training process for the Work Station
operators before handing over to the level U
operators;
Standardization at the Work Station: a robust base for future knowledge transfer
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 10
Role of the departmentmanager and plantmanagement
For standardization, the main role of plant
management is to:
• ensure that the right conditions for the continued
implementation of the standard are in place
(recruitment times including training time…);
• check compliance with standardization principles
(training of operators ensured by EWT
manager…);
• ensure that resources necessary for compliance
with standards are in place and operate on a
daily basis;
• organize project standardization by ensuring
knowledge transfer from current practices.
• ensure that the operators continuously observe
the applicable standard by regularly checking the
stations (EWT and by day);
• improve the standard, in particular by means of
« Kaizen » (cf. chapter 2);
• implement the high-priority actions defined with
the workshop manager in order to advance with
the Standardization strategy in the EWT Book.
Role of the workshop manager
For standardization, the main role of the workshop
manager is to:
• organize the deployment of the standards, in
particular within a project context;
• validate the standards;
• ensure that the Work Station monitoring system
is robust;
• check the Work Station regularly (once a week
and by workshop manager);
• identify the high-priority actions in order to
coordinate the advance of the EWTs along the
standardization strategy in the EWT Book, and
assist them in implementing these actions.
11
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 11
12
Standardization
Standardization is the keystone of the SPR system
and is therefore the first measure to be applied, in
conjunction with the 5S method and Basic Skill
Training. Rigorous standardization is the base for
the quality and ergonomics of other improvement
processes, whether JIT, Kaizen or TPM.
1. Basic Skill Standardization
Basic Skill Training ensures that the operators
execute the right gesture. Along with the 5S
method, Basic Skill Training ensures that the
operator is capable of implementing the standard
in compliance with the QCDHRE constraints.
2. Standardization and Kaizen
The standard defines the best method to conduct
an operation « at a given moment ». The procedure
can always be improved, in particular during the
Kaizen 2-day and Kaizen 2-hour projects. In this
case, the SOS concerned and the training
programme for the operators are updated as part
of the Kaizen procedure.
3. Standardization and Quality Management
Compliance with the SOS guarantees the quality of
the manufacturing operation. The dynamics of
continued improvement to the standard depend to
a large extent on the overall problem resolution
procedure conducted during the daily quality
operations. In other words, the resolution of a
problem may prompt a modification to the SOS.
4. Standardization and Just-in-Time
Compliance with the standard within the time
alloted ensures compliance with the associated
delivery times i.e. delivery of the part to the next
process or completion of all required tasks at the
designated time. Furthermore, the JIT projects,
which focus on process flow times and on the
restructuring of manufacturing lines and Work
Stations, often lead to modifications to the Work
Station, which in turn leads to a modification to
the corresponding SOS sheet.
> The Standardization « dimension »
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 12
13
JIT
QC TPM
Daily excellence
Deploymentof objectives
and actionplans
PA D
C
3. Quality control
Compliance with the SOS guarantees the quality of the production operation
4. Just-in-Time
Compliance with the SOS enures that manufacturing times are met
2. Kaizen
Once the SOS has been drafted, it should be improved by the Kaizen 2 Hour et 2 Day projects
1. Basic Skill TrainingBasic Skill Training reinforces control of the standard
KaizenBasic Skill Training
Work StationStandardization (WSS)
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 13
Kaizen or Breakpoint:
There are two paths to progress:
> Breakpoint progress: a significant change:
expenditure on new lines, technological
innovations, organizational change. There are
significant progress results if successfully
implemented and if the cost-benefit ratio is
effectively determined. Usually initiated when
new production lines are commissioned, and
usually coordinated by the engineering function
rather than the manufacturing function.
> Kaizen (or continuous improvement): consists in
constantly making improvements in « small
increments », without necessarily incurring
In the SPR context, « Kaizen » means continuous improving the performance of the Work Station. The
standard defines the best way to perform an operation « at a given moment » and should therefore be
regularly updated in terms of Quality, Cost, Delivery, Safety, Ergonomy and Environment.
heavy expenditure. Coordinated by the
manufacturing function with the assistance of
support functions, Kaizen is based on close
observation of the shop floor in order to find
concrete improvements that can be implemented
in the short term.
The two modes of progress are not incompatible;
they are, in fact, perfectly complementary provided
effective knowledge management is ensured, i.e.
improvements made by the manufacturing
departments and the level of performance
obtained are taken into account by the engineering
departments when designing new industrial
facilities.
Kaizen: continuous improvement
14
> Progress through Kaizen
Breakpoint progress Additional gains by combining breakpoint and kaizen
Kaizen
Progress
Breakpoint
Time
Progress
Time
Breakpoint
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 14
« Kaizen and improvements toergonomy and safety »Work station ergonomy is essential for productivity
and quality control. Another objective of the « Kaizen »
strategy, therefore, is to improve ergonomy by
eliminating bad postures, tiresome efforts and safety-
critical risks (falls, hits, cuts, splashes, burns, noise,
etc.). Whatever the case, even if the objective of the
Kaizen project is to increase productivity, satisfactory
work conditions should never be undermined. At the
end of a given project, all modified stations are
evaluated and rated to ensure the improvements are
effectively implemented. The minimum requirement is
that the satisfactory working conditions at the Work
Station remain intact.
« Kaizen and Productivity »
Whereas standardization places the focus on quality,
« Kaizen » places the focus (though not exclusively)
on productivity.
By group analysis of Work Stations, the « Kaizen »
method searches for ways of eliminating waste, i.e.
time-consuming operations without any added value,
e.g. waiting time, unnecessary gestures and
movements. Adjustments to the Work Station
subsequent to a Kaizen project should generally result
in a significant improvement to several QCDHRE
performance indicators.
15
SPR Management book
> Different types of Kaizen
Kaizen is always applied according to a well-defined
set of rules. The Kaizen projects, defined by the plant
department and passed onto the workshops, are
selected and programmed according to an annual
schedule in order to improve productivity and/or
working conditions at the stations. Work stations
requiring a Kaizen project are then selected according
to the results expected within a general progress plan.
There are several types of Kaizen depending on the
type of station to be improved. However, all Kaizen
projects are conducted according to the following
routine:
• assess the current situation, through actual
observation of the station and standards;
• determine the progress objective to be attained;
• determine the actions conducive to achieving the
objective;
• implement all actions identified, if necessary with
the assistance of the support functions.
A successful project requires group work and full
transparency, i.e. all project operatives should be
informed beforehand on the target objectives to be
attained.
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 15
The 2-day Kaizen and associated Kaizens
The two day Kaizen (K2D) is a method for improving
worsktations that perform repetitive operations. This
means improvements are implemented within a well-
defined perimeter (more than one station) and within a
well-defined period of two days.
A K2D project is conducted in a group context. It is
coordinated by the EWT manager and should involve
all the EWT operators and support functions concerned
(maintenance, engineering, logistics, quality…). The
objective is to meet the improvement objectives set
out at the beginning of the project.
Concerning the proposals identified for a K2D project,
the EWT manager should always prioritize those
proposals that can be implemented during the two day
cycle. Certain actions identified may require the
expertise of the engineering or logistical functions…
however responsibility for their implementation lies
with the EWT manager, who must ensure that the
objectives set in the K2D projects are effectively
attained.
Although the focus of the K2D projects is on manual
Work Stations, they can be extended to cater for the
specific imperatives of other activities and processes.
For example:
• the automated line Kaizen is applied to improve
automated Work Stations in sectors such as
machining and bodywork lines. Its scope may be
extended (e.g. all stations on one machining line),
however the same K2D principles will always be
adopted,
• the logistics Kaizen is applied to improve transport
operations (loading, unloading...),
• finally, there exists an overall plant flow improvement
procedure specifically aimed at reducing throughput
time. This is the « Kaizen Just-in-Time » described in
chapter 5.
« Two-Hour Kaizen »
The 2-hour Kaizen (K2H) follows the same pattern as
the 2-day Kaizen, however it is implemented over a
period of two hours and is confined to one station
only. A K2H is organized on the initiative of the EWT
manager, who implements the process along with the
senior operator and the operators in charge of the
station concerned. The project is usually limited to
optimizing performance of the station (layout and
sequence of operations). In the specific case of an
assembly line, following the completion of several
« Kaizen 2 Hour », the line is re-commissioned in order
to consolidate the productivity improvements.
16
Kaizen: continuous improvement
method adapted to process activity to be analyzedtime
KAIZEN 2 Hour
KAIZEN 2 Day
KAIZEN Logistics
KAIZEN Automated lines
immediate Cyclic operations
All operationsin an automated sector
Delivery flow
Cyclic operationsshort term
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 16
Role of the EWT manager
For the Kaizen strategy, the main role of the EWT
manager is to:
• coordinate the K2D projects programmed in the
annual schedule;
• ensure that the EWT operatives are fully involved in
the procedure;
• implement the procedure in accordance with the
standard process;
• achieve the objectives set for each project;
• regularly implement Kaizen 2-hour projects;
• implement the high-priority actions defined with the
workshop manager to make progress according to
the strategies of delivery time control, cost
reduction and working conditions in the EWT book.
Role of the workshop manager
For the Kaizen strategy, the main role of the workshop
manager is to:
• define the annual deployment of the Kaizen 2-day
projects according to the productivity objectives and
workshop working conditions;
• determine and indicate the objectives of the Kaizen
2-day project, check that identified improvements
are effectively implemented (in particular those to
be implemented outside the strict project deadline),
then measure the confirm the real savings;
• ensure that the necessary resources are available
for all scheduled projects;
• record the actions and ensure improvement found
are applied across the workshop;
• identify high-priority actions for developing the
skills of the EWT with respect to flow and time
control, cost reduction and working conditions in the
EWT book, then assist the EWTs in implementing
these actions.
Role of the support functions
For the Kaizen strategy, the quality, engineering,
maintenance and logistics functions join forces to
facilitate technical analysis and determine progress
actions accordingly. For example, the logistics
function plays a key role in the Kaizen Logistics
function. Participation of maintenance staff is
essential during the Kaizen Automated Line projects.
In addition, associated inputs contributes to
knowledge management of the measures
implemented after a Kaizen project.
Role of the department managerand of plant management
For the Kaizen project, the main role of plant
management is to ensure that:
• the Kaizen project programme has been defined and
that the performance objectives indicated in the
plant progress plan are achieved;
• the conditions necessary to implement the « Kaizen
» project are in place;
• the personnel are effectively involved in the
« Kaizen » project, in particular the operators and
support functions;
• the philosophy of improvement is developing at all
levels.
17
> Key operatives in the Kaizen strategy
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 17
Kaizen cannot be effectively implemented as a
continuous Work Station improvement strategy unless
the perimeter to which it applies has been
standardized beforehand. Although the primary
objective of the Kaizen strategy is to improve the
productivity and ergonomy of one station or set of
stations, it does have the indirect result of improving
production flow and production quality.
1. Kaizen and standardization
The Kaizen project will have the effect of modifying
the Work Station concerned (layout, sequence of
operations…), and as a result both the standard
operation sheets and Work Station evaluations will
have to be updated. This closing stage between
improvement and standardization is essential to
ensure there is no return to the previous situation and
that a training support is available for the operators.
2. Kaizen and Just-in-Time
An improvement to a Work Station during a Kaizen
project will make allowance for upstream and
downstream part flow and for the manner in which
deliveries to the station are organized. The result is
that a Kaizen project will often contribute to improving
the process flow times, either directly by eliminating
unnecessary operations, or indirectly by improving the
quality of the part produced and hence any
subsequent flow deviations. Conversely, in the context
of a JIT Kaizen (cf. chapter 5), analysis of the flow in
the plant may prompt a decision to implement a
Kaizen 2-day or 2 Hour project on a station where a
potential for significant process flow times savings
have been identified.
3. Kaizen and TPM
A Kaizen project conducted on an set of Work
Stations, in particular on automated lines, should
result in
the elimination of any prevailing malfunctions. This
will have a positive impact on the operational
efficiency of the line concerned. On the other hand, a
TPM project, and in particular continued analysis of
the causes of non-operational efficiency may reveal
the existence of a downgraded machine and prompt
the implementation of a Kaizen project.
18
> The « System » dimension of Kaizen
Kaizen: continuous improvement
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 18
19
JIT
QC TPM
Daily excellence
Deploymentof objectives
and actionplans
PA D
C
2. Just-in-Time
Improvements to a workstation optimize part flow and thereby reduce process flow times
3. TPM
The « Automated line » Kaizen contributes to improving operational productivity
1. Standardization
A Kaizen project should only be conducted on a standardized station. At the end of the project, the SOS associated with the station should be updated
KaizenBasic Skill Training
Work StationStandardization (WSS)
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 19
To achieve 100% customer quality, the manufacturing
function must ensure that the production system is in
full conformity with the product specifications and
process specifications defined by the engineering
department. This objective is primarily achieved by
standardizing all manufacturing operations and by
« getting it right the first time ». The standardization
process is reinforced by a surveillance standard.
Standardization is therefore the keystone of good
quality management insofar as it indicates the correct
method to be adopted and the applicable monitoring
rules: good quality management means monitoring
quality on a daily basis and effectively processing any
incidents detected in a responsive, reliable and
definitive manner.
Manufacturing QC requires daily management at all
hierarchy levels (QRQC: Quick Response Quality
Control, called Quality + at the body assembly plant and
daily quality management at the powertrain plant), and
the utilization of tools that structure the analysis of
quality risks (ex: QA matrix), the resolution of incidents
detected (ex: QC Story) and the implementation of the
necessary locks (ex: Poka-Yoke). All quality assurance
measures in place are indicated in the surveillance
plan.
Quality Control: QC
20
> Progress through Quality Control
QRQC (Quick Response QualityControl)
The dynamics of quality improvement in the plant are
maintained at each hierarchy level (plant management,
Workshop Department and EWT) through daily quality
meetings lasting around 30 minutes (5 min at EWT),
which are coordinated by the manufacturing
department. These meetings are held to analyze
incidents and the quality monitoring results at the various
control points AVES, Straight Through Ratio (STR),
rejects, TNC, clinic drive, faults identified by
inspections by different sectors…).
This is a group analysis procedure with an input from
the various plant sectors (Manufacturing, Quality,
Logistics, Maintenance, Engineering…) and is based
on the QC Story problem resolution tool (cf. below).
A typical meeting agenda is as follows:
• presentation of faults and quality results of previous day;
• choice of problem to be resolved (in general for the
following day);
> Daily quality management
Quality Control concerns all actions, tools and organizational methods conducive to achieving an
improvement in the level of quality: Poka-Yoke, QC Story, Checkman, QA Matrix, Surveillance plan
etc. In the case of the SPR system, the focus is on daily quality management and the main quality
assurance tools.
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 20
21
SPR Management book
> Quality management tools
• problem analysis (generally identified the day
before);
• validation of counter-measures, appointment of
persons responsible, and deadline;
• analysis of follow-up of previous problems.
This daily meeting has three objectives:
• improve quality by ensuring that the high-priority
problems in the plant, department, process,
workshop and EWT are addressed at the right level,
• share the problems and solutions between all
operatives (manufacturing, engineering,
maintenance, quality…),
• ensure quick response time in processing the
problems.
QC Story (Quality Control Story)
QC Story is the daily standard problem resolution tool
recommended for analysing all type of malfunctions in
all types of activities (production, maintenance,
logistics, support…). However before adopting the QC
Story approach, always ensure, through a preliminary
conformity analysis, that all pre-requisites are met:
compliance with standards, conformity of parts, etc.
A QC Story consists in conducting a group analysis of
the root causes of a problem and in eliminating them
definitively by implementing a robust action plan,
which can be shared by the various functions
(manufacturing, quality, engineering…).
> There are 9 essential stages to the process:
1 - Choose the issue.
2 - Explain the reasons for the selection.
3 - Understand the initial status.
4 - Define the targets.
5 - Analyse.
6 - Implement corrective measures.
7 - Confirm the effects.
8 - Standardize.
9 - Conduct a synthesis and define future plans.
QRQE (Quick Response QualityEngineering)
If a problem does not fall within the manufacturing
perimeter, i.e. associated with product design or an
installation and requiring more resolution time, then it
is addressed during weekly QRQE meetings
coordindated by the production engineering
department. Here again, the QC Story method is used
to guide the problem resolution process.
If the problem is a supplier non-conformity problem,
then the issue is coordinated by the Supplier Quality
Department (SQF), which then reports to the
manufacturing department.
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 21
For easily resolved and easily measured problems, the
conventional quality tools (known as the « 7 tools »)
are used to follow these steps (Story board,
Pareto, cause-effect diagram, 5 whys ?…). For more
complex problems and/or problems that are
difficult to measure, additional tools are used such
as affinity diagrams, tree diagrams, relational
diagrams…
The Quality Assurance Matrix
The QA matrix is a quality tool for measuring and
improving the quality assurance level of the
manufacturing process.
It is adopted subsequent to a rigorous and in-depth
analysis conducted in order to envisage all possible
failures on a process, and to check for the existence
and efficiency of quality control locks and resources in
order to prevent such failures. The QA matrix is
therefore a quality improvement tool which highlights
process vulnerabilities, non-addressed areas and
issues to be prioritized.
The QA matrix is posted next to its corresponding
manufacturing line or line section and is completed by
the workshop and/or EWT manager concerned. This
coordination leads to action plans, and in particular a
fault elimination system to minimize the risks of
quality incident. If a fault not indicated in the matrix
occurs, the incident should be addressed during the
daily quality procedure, and the QA matrix should be
updated accordingly.
Finally, the QA matrix is also a volume production
quality improvement tool used by the project
departments and facility suppliers. Effective
knowledge management of existing QA matrices is
conducive to the development of processes capable of
guaranteeing optimum quality from the word go.
Poka-Yoke
Poka-Yoke is a quality tool designed to prevent human
errors and missed operation at the Work Station. A
simple and effective device often developed by the
manufacturing or maintenance departments, the
Poka-Yoke guarantees the satisfactory execution of
complex, infrequent or high diversity operations
that are subject to a higher risk of error or missed
operation.
There are three types of Poka-Yoke, classified
according to their quality assurance method and
degree of efficiency:
• alert: the fault is detected and an alert is sent to the
operator;
• control: the fault is detected and manufacture is
stopped;
• prevention: the fault is prevented before occurring.
The Poka-Yoke is identified on a display on the
station, which indicates its purpose, the operation
performed and its frequency of inspection. Its purpose
is to block all serious faults liable to undermine
customer safety or warrant significant rework cost. In
parallel, the root cause of the failure is analysed by
opening a QC Story in order determine a robust
solution with the engineering department.
The Poka-Yoke is a vital process element and
its operation should be monitored on the
surveillance plan.
22
Quality Control: QC
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 22
Quality cannot be attained unless there is strict
conformity with product-process specifications.
This is achieved chiefly by standardizing the
manufacturing operations and by self-alignment at
the Work Station to ensure all operations are
conducted in accordance with the standard.
At the Body/Assembly plant, the surveillance
standard is applied as of the moment the first new
vehicle enters the plant. It includes the surveillance
plan as specified by the engineering department.
It includes the product requirements and
characteristics to be controlled in the POS, the POS
requirements and also the associated quality
control facilities.
This standard incorporates self-alignment, 100%
unitary control and the functional stationary and
dynamic controls. The main conditions to be
satisfied by this surveillance plan are:
• the applicability and facility of implementation of
the conformity requirements indicated in the
technical documentation (SIGNE, POS),
• rigorous application of a standardized process in
conformity with the engineering specifications by
trained operators,
• detection and rework of defects as close as
possible to the manufacturing operation in the
EWT,
• a plant response device ensuring there are no
non-conformities on the vehicle delivered to the
customer; this device is managed by quality
measures to coordinate the problem/process
problems as far as the EWT,
• adaptation of the surveillance standard to the
defects detected.
23
> Self-alignment and surveillance
A
C
D
PC
A
P
D
C
D
P
A
D
P
A
C
Rework
Faultprocessing
defect recording(1 computer per EWT)
defect recordingCSC et Retouche
defect recordingPESD
BWUManager
Work Stationfault analysis
Operatorself-alignment
BWU and Quality+ management
Checkman
EWT Manager
ValidationBWU
Plant efficiencyevaluation & verification
DAA
Manufacturing line End of assemblyinspection PESD AVES /
SAVESWith
customerreturns
Quality loops: problem processing response
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 23
In order to meet the conformity objective, in particular
Security Regulation Features (SRF) requirements and
to prevent of off-road breakdowns, RENAULT has
decided to include a manufacturing station monitoring
standard: the checkman.
The checkman is designed to motivate the EWT
manager to focus on the quality of his EWT, to ensure
immediate protection of the customer and to address
and resolve problems at their source. It is part of the
EWT self-alignment process and should ensure that
detected faults are blocked before the part is
transferred to the next station.
This is applicable as of the moment of the first
manufacture for each new industrial project, and
during the production phase for all manufactures.
Once the level of quality has been achieved in a
robust manner, in particular zero V1, when the root
Role of the EWT manager
For quality control, the role of the EWT manager
is to:
• participate at the quality management meeting of
his workshop;
• ensure daily quality management at his EWT;
• master and use the QC Story;
• coordinate resolution of quality incidents
detected in his EWT;
• implement the high-priority actions defined with
the workshop manager to advance according to
the « quality control » strategy in the EWT book.
The role of the workshopmanager
For quality control, the role of the workshop
manager is to:
• participate in quality management in his
department;
• ensure quality management in his workshop;
• manage the QA matrices for his sector;
• ensure rigorous execution of the QC Story: choice
of issues, quality of analysis, processing
response time an efficient results;
• assign the problem resolution task to the right
level;
causes of the problems have been found and
processed, then the number of checkmen can be
reduced:
• 100% verification of vehicles in flow following the
check-list defined by the EWT manager,
• recording of faults detected: the objective is to
identify the faults detected to ensure they are
subsequently monitored,
• validation that a modification to the documents
associated with the vehicle or on the vehicle
itself,
• rework, and if this is not possible or does not
have the time, operation performed by senior
operator,
• alert the EWT and senior operator to the faults
detected.
24
> Quality control operatives
Quality Control: QC
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 24
Role of the plant qualitydepartment
For Quality Control, the role of the quality
department is to:
• ensure, by level 3 audits, that the quality
procedures are rigorously implemented inside
and outside the workshop;
• assist the manufacturing department in
implementing the quality procedures and in
analyzing quality incidents;
• participate in Quality + management at all levels;
• guarantees compliance with and satisfactory
operation of the Quality standard + (preparation,
performance, QC story quality, acknowledgement
of results, follow-up and recording of issues,
links with MQA);
• ensure that the solutions implemented are
entered in the surveillance plan and are recorded
by the engineering department;
• validate implementation of SPR quality tools in
the projects.
• ensure that improvement actions are generally
applied across his workshop;
• identify high-priority actions to be implemented
so that the EWT advances according to the
« quality control » strategy in the EWT book, and
assist them in implementing the actions.
Role of the department managerand plant management
For Quality Control, the role of plant management
is to:
• set the example by coordinating the quality
function and using the QC Story for problem
resolution;
• ensure that, whatever the level of Quality Control
deployment, that the root causes of incidents are
always analysed, and that the PDCA cycle is
appropriately closed and in accordance with
steps 8 and 9 of the QC Story method;
• check that the QA matrix is implemented by
production line or line section.
25
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 25
1. QC and standardization
To guarantee quality, Work Station training and
compliance with the standard are the first pre-
requisites. In the event of an incident, the
solutions found must be included in the SOS of the
station concerned and the operator must be
trained on the new procedure. For example,
implementation of a Poka-Yoke, prompts
modifications to the SOS and requires that the
operator conduct certain quality control
operations. The EWT manager's control panel is
also an item of standardization that contributes to
quality management.
2. QC and facilities management
Because the QC strategies improve quality, they
have a positive impact on the performance of the
facilities and limit machine stoppages due to
quality incidents.
3. QC and flow management
Because QC strategies improve quality, they have a
positive impact on the throughput time by limiting
flow deviations due to quality incidents.
4. QC Story is a problem resolution strategy used
as a daily quality management standard. It is also
recommended for the analysis of incidents or
malfunctions during other SPR strategies (JIT,
deployment, TPM…). Note that each SPR strategy is
designed to update process vulnerabilities and to
eliminate the root causes of problems.
26
> QC « System » dimension
Quality Control: QC
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 26
27
JIT
QC TPM
Daily excellence
Deploymentof objectives
and actionplans
PA D
C
3. Just-in-TimeQuality control contributes to improved process flow times
2. TPM
Quality management contributes to improving line operating times
4. QC Story is a problem resolution standard As a quality improvement tool, it is used to eliminate the root causes of all types of incidents
1. Standardization
Compliance with the standard is the first guarantee of quality Kaizen
Basic Skill TrainingWork Station
Standardization (WSS)
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 27
Facilities management: TPM (Total Produc
28
TPM is designed to improve overall performance of
industrial installations, in particular by increasing the
availability of machines and ensuring compliance with
normal production rates. This objective is achieved by
developing the capacity of the workforce identifying,
analyzing and eliminating all causes of installation
stoppages, and in implementing the five pillars of the
TPM strategy.
Programmed stoppages
Failures
Settings
Tooling change
Start up
Micro-stoppages
Extended task time
Rejects and rework
Management
Know-how
Organisation
Logistics
Measurement
Incoming product
Tooling
Power
Eliminating the causes of loss
TPM development means identifying and eliminating
all causes leading to the loss of an installation.
Sixteen causes of loss have been identified and are
grouped into three families depending on their origin:
> Progress through TPM
Facilities management is controlled by the TPM strategy and concerns all actions, methods, tools
and organizational structures conducive to maintaining all the production facilities: analysis of loss,
anomaly detection, dojo, MBR (Major Breakdown Report), technical competencies, one point lessons…
Types of loss due to personnel
Other causes of loss
The families of loss may be re-classified, detailed or completed depending on the field of application.
Types of loss due to equipment
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 28
29
SPR Management bookductive Maintenance)
> The causes of loss are processed in 4 phases:
1 - Reduce dispersion of the incidence of loss.
2 - Extend the operating time without loss.
3 - Implement periodic realignments.
4 - Predict the incidence of loss.
To achieve the overall « zero loss » target, each cause
of loss identified should be addressed on a case by
case basis in order to be eliminated. This consists in
conducting iterative PDCA loops.
A complete strategy: the 5 pillars of TPM
The TPM procedure is structured into five pillars based
on the measurement and analysis of loss:
1. Autonomous maintenance: ensure manufacturing
personnel can detect, signal and process
anomalies (failure symptoms, non quality, safety
risk…) and propose, formalize and implement
maintenance tasks.
2. Planned maintenance: ensure maintenance
personnel are capable of improving the machines
to eliminate the causes of failure and of proposing,
drafting and implementing preventive maintenance
tasks.
3. Case by case improvement or elimination of
loss: grade the causes of loss and eliminate them
one by one by QC Story analysis.
4. Training and practice: teach, mainly through
practice, all operatives on the skills necessary to
implement the TPM pillars and manage the
installations. Set up facilities, other than the
process machines, on which they can train and
practice their skills.
5. Knowledge management and project TPM:
formalize on-site experience for the benefit of
existing and future machines. Reduce loss on
installations.
Autonomous maintenance pillar
Planned maintenance pillar
Mea
sure
men
t of l
ine
perf
orm
ance
loss
Training Teaching Pillar
Knowledge management Project TPM pillar
Case by case improvement pillar(loss elimination)
Anomalymonitoring
panel
PDCA /QCStory lossmanagement
On a high priority lineby department, select a training machine
and then pilot machineLine lossanalysis panel
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 29
These inter-dependent pillars are implemented simultaneously in the workshop while constantly targeting the most
disruptive installations, and the machines or operations which are most costly during downtime. This is why the
analysis of loss is fundamental: in this way, it is possible to map the performance of the facilities installed within a
given perimeter and then charter an action plan in order to improve productivity efficiently and rapidly.
Visual inspection is the key to good management and is based on activity panels.
TPM is implemented in the plant according to a master
plan coordinated by the management board. The
master plan schedules the TPM projects to be
implemented and all lines to be upgraded to the
optimum level according to a manufacturing line
performance map.
At a given site, TPM deployment starts with training
upper management on a training machine according to
training criteria: the management is trained during this
project by the senior plant TPM instructor. Once
complete, each department in the site selects a pilot
line in its sector on which to deploy the procedure. On
this pilot line, chosen because it needs a performance
upgrade, the department manager conducts a project
with the workshop managers of the sector. The most
disruptive machine on the line is identified after a loss
analysis. The TPM deployment then follows the same
procedure as far as the EWT for the operators and
professionals.
The success of the TPM strategy therefore depends on
the active involvement of line management, on the
structured deployment from management down to the
EWT and on an action plan focused on the main
opportunities for better productivity.
30
Facilities management: TPM (Total Productive Maintenance)
Training machine
Pilot line
Spreading
Senior instructor assisted by DPSIto train upper management: the "school activity"
Upper management trains theworkshop managers who trainthe EWTs on pilot machineStart with most downgraded machine
3 months Maxi
3 months** Choice guided by training opportunities on machine and loss analysis
* Choice guided by loss analysis
EWT managers train operators and professionals
*
*
*
*
*
**
*
> Implementing TPM
TPM: Training and deployment principle
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 30
Role of the EWT manager
For TPM, the role of the EWT manager is to:
• participate in the training programme in his workshop
and conduct the pilot project in his EWT;
• guide implementation of the TPM activities in
his EWT: 5S, autonomous maintenance, loss
monitoring…;
• ensure improved productivity in his perimeter;
• implement high-priority actions defined with the
workshop manager to advance according to the
« facility performance management » strategy in the
EWT book.
Role of workshop manager
For the TPM procedure, the role of the workshop
manager is to:
• participate at the training programme and
coordinate the workshop in his workshop;
• ensure a robust analysis of loss is conducted in the
workshop and that loss is eliminated;
• develop Autonomous Maintenance in conjunction
with the planned maintenance activities;
• ensure productivity improves within his perimeter;
• identify the high priority actions to be implemented
in order to align the EWT according to the « facility
performance management » strategy, and assist
them in implementing these actions.
Role of the department managerand plant management board
For the TPM procedure, the role of the plant
management is to:
• set the example by actively participating in the
training and pilot programmes;
• ensure that the TPM activities are conducive to
attaining operational productivity by eliminating
loss;
• ensure that improvements prompted by the TPM
are appropriately recorded for future projects.
Role of the support functions
TPM is a cross-functional procedure in the plant in which
all functions participate:
• the manufacturing department is responsible for
autonomous maintenance, operator training, quality
and standardization of the TPM activities under the
supervision of maintenance professionals;
• the maintenance department is responsible for planned
maintenance and participates in training the operators;
• the production engineering department coordinates
integration of the improvements prompted by TPM on
existing machines and the design of new machines;
• the other departments concerned: all departments
must work together, in a team spirit, in order to succeed
in implementing the TPM.
31
> TPM operatives
Example: role of maintenance and manufacturing personnel in the« Autonomous maintenance » and « Planned maintenance » pillars
Maintenancepersonnel
Manufacturingpersonnel
Mai
nten
ance
act
ivit
ies
Installation
• Repair• Alert
• Extend
Supportand assist:
• Teach• Train
• …
• Diagnose• Alert
• Participate
• Produce• Alert
• Repair
Optimize
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 31
1. TPM and standardization
TPM is dependent on standardization insofar as
autonomous maintenance and planned maintenance
operations are described in the SOS. Furthermore, the
analysis of the causes of non-productivity on a line
may write up an SOS for an operation that might
cause micro-stoppages.
2. TPM and training
The essential elements of workshop machine
maintenance are taught to the operators as part of the
Basic Skill Training at specific locations called dojos.
3. TPM and continued improvement
Implementation of the TPM, and in particular when
analyzing the causes of non-productivity, may
highlight a disruptive machine and prompt a Kaizen
project. Conversely, a Kaizen project conducted on
several stations, in particular on automated lines, may
prompt a reduction in the causes of malfunctions. It
has a positive impact on the operational efficiency of
the line.
4. TPM and quality management
Application of the TPM prompts greater reliability of
facility operation. If the initial impact can be seen in
terms of overall performance, it can also be seen in
the production quality brought about by satisfactory
operation of the machines. In addition, the analysis of
the causes of efficiency loss in the TPM uses the QC
Story quality tool.
5. TPM and Just-in-Time
By improving reliability and line operating times, the
TPM contributes to a reduction in the process flow
times, which is one of the objectives of the Just-in-
Time strategy. In addition, successful JIT requires that
all machines are reliable and performed efficiently. In
this context, efficient application of the TPM is a pre-
requisite for just-in-time production (totally
synchronized production).
32
> TPM « System » dimension
Facilities management: TPM (Total Productive Maintenance)
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 32
33
JIT
QC TPM
Daily excellence
Deploymentof objectives
and actionplans
PA D
C
2. Training
Teaching the basics of maintenance is part of workshop management
1. Standardization
The SOS' describe autonomous maintenance and planned maintenance operations
3. Continuous improvement
In a TPM context, a kaizen project may be implemented to eliminate various causes of loss
4. Quality improvement
Improvements to machines contribute to product quality improvements
5. Just-in-Time
By improving machine open tiimes, TPM has a positive impact on process flow times
KaizenBasic Skill Training
Work StationStandardization (WSS)
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 33
Flow management: Just-in-Time (JIT)
34
Progress on all flow lines
One of the SPR targets is to « deliver the right product
at the right time ». This is where the Just-in-Time
strategy comes into play by optimizing the logistical
and production flows. This requires a corresponding
lean flow production organization on a tight
The purpose of the Kaizen JIT procedure is to eliminate such waste in a structured manner and to ensure the
necessary resources are in place to manufacture the products requested by the customer, at the required moment
and in the quantity demanded. This results in a reduction of inventories and process flow times.
production line, synchronized with the customers and
suppliers. This organization means eliminating all
waste, quantity and time, from the logistical flow and
from internal plant information from the procurement
of materials and parts until the final product is
delivered to the customer
> Progress through JIT
The Just-in-Time (JIT) strategy focuses on all actions, methods and organizational structures
conducive to ensuring that the required products are manufactured at the required moment:
flexibility, SMED, etc. Here, the focus is on the Kaizen just in time method.
Inter-Process
InProcess
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 34
In terms of production flow, a waste is a needless,
inappropriate or ineffective expense.
Conventionally, there are seven types of waste (see
the draft below).
The seven wastes
> To optimize flow, the analysis of the production
process is divided into two activities:
1 - added value activities that transform the product
to obtain the result demanded by the customer;
2 - wastes, i.e. all activities that do not add any
value to the product.
35
SPR Management book
Over production Produce more than is necessary or at a faster pace than the ensuing process requires, anextremely frequent case.
Waiting time Downtime between operations have no added value. There are various causes (part deliverydelay upstream; machine overload; task time imbalance…), which should be reduced to aminimum.
Unnecessary transport
Unnecessary operations
Unnecessary movements
Production defects
The transport of parts has no added value and should be reduced to the strict minimum, oreven eliminated.
The processes may include unnecessary operations that can be eliminated withoutundermining the produce. For example, this is the case of:
- a quality control which might be eliminated by better process control,
- operations generating non-quality.
All movements, gestures or travelling by the operator which do not add any value to theproduct. In particular, this waste is analysed during the Kaizen 2 Day and Kaizen 2 Houractivities.
Correcting and repairing faults incur unnecessary expenditure in terms of manpower andadditional equipment.
Iventories A direct consequence of over productions, inventories are seen as a contingency stocks andmask a product process malunction (non-quality, non-flexibility and non-reliability). Inaddition, they account for a significant cost for the company, without any added value forthe customer.
7 wastes
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 35
The Kaizen JIT project is conducted over a two-day
period. The persons involved are the manufacturing
managers in the sector concerned and logistics
professionals. By focusing on an analysis of process
and information flow, the typical flowchart is as
follows:
1 - Observe things on the ground
2 - Assess the current situation
3 - Picture the ideal situation (process flow and
information flow)
4 - Define the achievable target
5 - Decide on the action plans to be undertaken to
reach this target
6 - Present this action plan to the managers of the
perimeter
7 - Present the synthesis to the EWTs concerned.
The field analysis and the ensuing action plans should
focus on six parallel objectives:
• reduce process flow times
• reduce inventory levels
• increase facility capacity
> Kaizen JIT project
JIT and problem solving
In addition to making economic savings, flow
optimization highlights malfunctions in the production
system (see diagrams below). Manufacturing the
required products at the required moment at the
required quantity demands:
• flexibility in order to manufacture products in the
sequence ordered by the customers;
• reliability to manufacture within the time between
the order and the delivery;
• quality to manufacture the just requisite first time: a
golden rule of just in time is never to produce anything
unless it can be produced in a fault-free manner. In
other words this means « do not manufacture », « do
not overlook », « do not accept » defective products.
JIT Kaizen, therefore, by systematically eliminating
and controlling waste, gradually highlights real quality
control, flexibility and reliability problems. Just-in-
Time therefore places an emphasis on product non-
quality, facility non-reliability and non-flexibility by
implementing other SPR procedures and tools.
36
1. Inventories and in-process stock maskproduction flow problems.
2. The main objective of JIT is to revealissues that can then be addressed.
3. The SPR strategies help in eliminating problems.
Flow management: Just-in-Time (JIT)
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 36
This table provides a synthesis of how inventory
reduction prompts a reduction in process flow times.
• reduce surface requirements
• optimize cost of bought-out parts
• improve productivity
The role of the EWT manager
For JIT, the role of the EWT manager is to:
• respect standard inventories and in-process stock;
• participate at JIT projects scheduled by the
workshop manager;
• implement the high priority actions with the
workshop manager in order to advance according to
the « flow and delivery time management » in the
EWT book.
Role of the workshop manager
For JIT, the role of the workshop manager is to:
• organize deployment of JIT activities in his workshop
and undertakes to meet concrete objectives;
• identify the high-priority actions to advance the EWT
the « flow and delivery time management » in the
EWT book, and assist them in implementing these
actions.
37
> The JIT operatives
• Facility and installation failures• Tool and batch change time• Quality problem• Transport and handling• Production management• Supplier reliability
• By introducing JIT planning in engineering
1. Reduce stock levels Reduce costs
1. Production innovation
Quality improvement
Cost reduction
Expenditure cost
reduction
Customer satisfaction
2. Breakthrough stock-free production
3. First steps to reduction of delivery time to customer
2-1 Identify waste (plant)
2-2 Best planning for new engineering projects
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 37
1. Just-in-Time Standardization
The Just-in-Time projects, focused on improving
process flow times and therefore structuring
manufacturing lines and Work Stations, often prompt
a modification to the Work Station layout, and the
corresponding SOS accordingly. In addition,
compliance with the standard within the task time
guarantees the delivery time, i.e. delivery of the
required part or assembly to the next process at the
designated moment.
2. Just-in-Time and training
Because non-quality and non-flexibility are costly, just
in time requires that the operators have all the
necessary skills to execute the operations within the
required time and at the required quality level.
3. Just-in-Time and continuous improvement
In the Kaizen JIT strategy, analysis of flow in the plant
may prompt a decision to conduct a Kaizen 2-day or
2-hour project on a Work Station where a potential for
significant process flow times savings have been
identified. Conversely, an improvement to a Work
Station during a Kaizen project takes into account the
flow of parts upstream and downstream and the
organization of deliveries to the station. In this
context, the Kaizen project often contributes to
improving the process flow times, either directly by
eliminating unnecessary operations, or indirectly by
improving of the product quality and flow deviations
accordingly.
4. Just-in-Time and quality management
For just in time to operate properly, the parts have to
be 100% fault-free during each stage of the
manufacturing process. Just-in-Time is completely
linked to Quality Control and therefore an intensive
practice of the problem resolution method. Insofar as
the QC procedures improve quality, they have a
positive impact on the throughput time by limiting the
flow deviations associated with quality incidents.
5. Just-in-Time and TPM
By improving the reliability and the line operating
times, TPM contributes to reducing process flow times,
which is one of the objectives of the just-in-time
strategy. In addition, a successful JIT policy requires
that all machines are reliable and perform effectively. In
this context, efficient application of the TPM is a
necessary precondition for just in time production.
> The JIT« System » dimension
Role of the department managerand plant management
For JIT, the role of the plant management is mainly to:
• highlight waste;
• organize deployment of JIT activities;
• provide the line with the facilities necessary to
implement the procedure;
• ensure knowledge transfer on improvements to the
engineering departments in order to ensure they are
taken into account for the design of the new
production facilities and associated organization
diagrams.
Role of the support functions
For JIT, the role of the, the role of the support
functions is to:
• identify wastes;
• help in implementing corrective actions.
38
Flow management: Just-in-Time (JIT)
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 38
39
JIT
QC TPM
Daily excellence
Deploymentof objectives
and actionplans
PA D
C
4. Quality Control
Just-in-Time production requires 100% quality of all parts at each manufacturing process stage
5. TPM
Just-in-Time production requires that all machines are 100% reliable
3.Kaizen
Improvements to a work Station as part of a Kaizen project contributes to an improvement of process flow times
1-2. Standardizationand Basic Skill Training
Compliance with the standard, and therefore control by the operator ensures that delivery times are met
KaizenBasic Skill Training
Work StationStandardization (WSS)
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 39
The objectives and action plans are deployed at all
levels of the plant and in all functions. This consists in:
• defining the annual objectives and drafting the
associated action plans in such a way as to attain
the set objectives according to a structured
diagnostic,
• regularly ensuring that the action plans proceed and
that the objectives are met, if necessary, by ensuring
that the necessary counter-measures are
implemented.
By deploying the objectives and action plans, it is
possible to focus, in a coherent manner, all the efforts
and resources of an entity on the progress objectives
which are essential for its profitability and
competitiveness. The deployment of objectives and
action plans is therefore the main driving force behind
a company.
The objective should focus on action plans that have a
significant impact on the annual QCDHRE indicators in
order to focus the whole hierarchy line on the
performance objectives.
Deployment of objectives and action
40
> Directing progress dynamics
The objectives and action plans are deployed in a
sequence of PDCA cycles (plan-do-check-act) across
the whole hierarchy line. Each PDCA has the following
diagram:
The management board initiates the deployment of
the objectives and action plans by defining the annual
plan (Plan). This consists in conducting a diagnostic
(Act) of the results for the previous year. This
diagnostic phase is essential: it determines the
manner by which the annual objectives for the entity
and the associated action plans are defined. In effect,
the object is to identify performance deviations or
issues where significant improvement is necessary in
order to achieve the breakthrough objectives. It is
based on an accurate analysis of the situation by
« organisations » and by « causes » and on of the
feedback from the previous cycle.
These action plans fall within the framework of
actions to be deployed and set by upper management.
> PDCA management
Deploymentof objectives
Anticipate and respond
Control and Coordinate
Unify all inputAchieve
breakthroughs
Act
A
C D
P
Check Do
Plan
Stabilize andlearn from
annual plan
Monitor implementation
of annual plan
Define annual plan
Deploy annual plan
in the whole company
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 40
Objective and action plan deployment is a dynamic procedure and subject to monitoring (check) at each level (plant
management, CD, CA, CU) during monthly and six monthly reviews. These reviews are held to check that the actions
are being properly implemented and contribute to attaining the objectives, and to decide on any necessary new
orientation.
Each PDCA loop at management level prompts PDCA
cycles across the whole hierarchy line (department,
workshop, EWT). At each level, the objectives and
action plans follow the same process: diagnostic,
definition of objectives and associated actions and
monthly follow-up. In this way, a multitude of PDCA
cycles contribute to the strategic orientation of the
plant. During the annual plan deployment phase, a
review stage is necessary between each hierarchy
level to ensure that the objectives selected are
coherent: this « catchball » stage is used to ensure
each sector effectively contributes to the
breakthrough objectives indicated on the annual plan.
41
SPR Management book plans
Diagnostic
Defineobjectivesand action
plans
Monitordeploymentof objectives
Act
1
2
3
Check
Plan-Do
CAN
PCDA
PCDA
PCDA
PCDA
Deployment
Mgt reviews
Department reviews
Catchball
Catchball
Catchball
Workshop reviews
BWU reviews
Loop
Loop
Loop
Deployment
Deployment
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 41
A key parameter of the SPR system, the deployment of
objectives is associated with strategic progress
planning.
As such, it draws on all the tools of the SPR system to
meet the performance objectives as part of the action
plans coordinated throughout the plant. In this way,
the deployment of objectives and action plans
ensures coherency between daily management and
the strategic orientations in the plant. In effect, the
SPR should be deployed with consideration of the
target performance objectives in daily management.
The operatives identify the problems associated with
their processes and the existing fields of improvement.
The deployment of objectives and action plans acts as
a guideline in order to identify high-priority issues.
Daily management contributes to ensuring that the
foundations of the construct are stable and serves as a
support for the measures taken.
> Deployment of objectivesand action plans system dimension
42
Deployment of objectives and action plans
Role of management lineoperatives
• Participate with level N+1 in defining the diagnostic;
• Define the actions and associated action plans for
his level;
• Ensure robustness of the procedure at his level;
• Regularly monitor the actions and their impact on
the development of quality control items and decide
on the necessary corrective measures.
Specific role of the Director andmanagement board
• Create conditions for the implementation of
« catchball » and « crosscheck »;
• Ensure robustness of system by noting
breakthrough actions and the relevant deployment
of actions. Focuses on breakthrough actions and not
on daily actions and ensures the actions are
deployed at the right line management level;
• Ensures regular monitoring to ensure the company
objectives are achieved.
> Operatives in the deployment of objectives andaction plan procedure
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 42
43
JIT
QC TPM
Daily excellence
Deploymentof objectives
and actionplans
PA D
C KaizenBasic Skill Training
Work StationStandardization (WSS)
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 43
2. An accountable and proactive plant
The role of the plants is being extended:
• the last industrial link before the end-customer, they
protect the end-customer in terms of quality and
delivery time from all failures in the manufacturing
department,
• as members or partners of the Manufacturing
Department they apply the standards: technical
standards, organizational standards and SPR
standards. The cross-functional operations,
exchanges and supports between the sites are
developed,
• major manufacturing function, they play an active
and proactive role amongst the manufacturing
functions – engineering, purchasing and suppliers,
logistics, in particular quality and HR – both during
product production and product development,
1. Top level performance
• Performance targets are dictated by the market
and by best competitor practice. External
benchmarks are used to determine current
performance and the targets to be attained: these
are applicable both to Body Assembly and
Powertrain Assembly. They are indicated by site and
by component or product. The paths charted should
lead to a defined destination. Subsequently,
achieving new targets keeps the Renault industrial
system ahead at all levels.
• An overall performance method, that extends
beyond the strict perimeter of the site and
incorporating complete strategies, is developed.
The expression « Daily excellence » at the top of the SPR arrow diagram represents the goal that can be achieved
once all the methods and tools have been deployed and all the principles and action plans have been observed.
It indicates not only that excellent results are to be achieved, but that they are to be achieved in a manner that is
unique to Renault: this is indicated through result objectives, process or operating objectives and management
objectives. Daily excellence is broken down into four themes:
From a « system » strategy to « daily
44
JIT
QCTPM
Deploymentof objectives
and actionplans
PA D
C
KaizenDexterity
SPT
Optimum
performance
Synchronized
production
A plant which is a driving
force and accountable
A serene and enthusiastic management,
one that is fully involved
and one that respects its employees
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 44
• major players in their region, involved by mainly
promoting their appeal and links with the
educational system.
3. Synchronized production
Synchronized production means manufacturing the
products and components according to a tight
programme, in a synchronized manner and according
to the customer orders.
• For the plants, this means conducting a
manufacturing programme in strict conformity with
the sequential and time requirements This requires
regular operation without being disturbed by any
unexpected occurrences, both during start up and
during production: deliveries are guaranteed in
terms of quality and time and by using high-
performance logistics systems. Internal quality
problems are primarily mastered at the source. The
performance of the facilities ensures that the
programmes are developed and that flow is
mastered.
• This concept, which contributes to meeting the
customer delivery times and influences the logistical
operating methods, is extended to the suppliers of
parts, components and units and to the delivery of
vehicles.
4. A serene and enthusiastic management, one
that is fully involved and one that respects its
employees
• In a well mastered operation, the managers do not
spend most of their time addressing malfunctions:
they guarantee, on a daily basis, the results and
conformity of the operations. They deploy the
objectives, draft and coordinate the progress plan
and finally train and involve their employees.
• Daily excellence is everyone's concern, and cannot
be achieved unless all parties feel they are an
essential part of performance and progress, are
aware that their career progress and skills
development are determined by their contribution
an potential.
45
SPR Management book excellence »
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 45
Roadmaps are the diagnostic tool of the Production System.
Defined by observing best practice, the « roadmaps »
measure the manner in which the SPR is deployed and
managed and determines the path towards industrial
excellence. A plant management item, they are an integral
part of the Product System and are used as a reference to
obtain an overall view of the « system », to objectively
diagnose the performance of the system, define priority
measures and draw up targets and action plans, monitor
progress, communicate and motivate.
At present, there are four roadmaps that cover the areas
of standardization, Work Station improvement, problem
resolution and TPM. These roadmaps are:
• Coherent: ensure the coherency and orientation of the
SPR strategy,
• Common: they indicate the same directions and
objectives for all plants in the Renault Group,
• Organic: roadmaps are liable to evolve over time, as
knowledge increases and practices change at Renault.
Other grids (JIT, deployment, daily excellence …) are
incorporated as the system develops.
Roadmaps: one road in 4 stages measured according to 3 criteria
The roadmaps describe a road to progress in four stages leading to an ultimate goal.
Annex
46
1
Standardization
Current status
Target status
Actions / "Roads"
Kaizen 2D/2H
Qualitymanagement
TPM
2 3 4
Systemelements
Description of"SPR best practice"
in 4 stepsIdeal status
Stages1 2 3 4
Desiredlevel of
generalization
Management
Desiredresults
(process and/or resultindicators)
EXPERIMENTATION=
Level P – D
DEPLOYMENT=
Level P – D – C
CONSOLIDATION=
Level P – D – C – A
CONTINUITY=
Level P – D – C – AOverall manufactureand support function
Production and project
> Annex I: the Roadmaps
47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 46
47
SPR Management book
How to use the roadmaps?
The roadmap is a self-evaluation tool used by plant manage-
ment. They are used to determine the level of excellence
achieved by the plant in 4 of the SPR disciplines (standardi-
zation, Work Station improvement, quality management and
TPM), on a scale from 1 to 4.
How to conduct an evaluation?
There is no typical process for performing a self-evaluation.
Roadmaps therefore leave a certain amount of the freedom to
the plant management on how to perform a self-diagnostic.
However certain principles must be observed:
• the members of the management must have read the
Management Book prior to the diagnostic;
For each stage, three criteria are measured: the level of applicability, the management and the target results of the
procedure.
Standardization1 2
Desiredresults
(process and/or resultindicators)
Standardization of management
Levelof desired
generalization
View by Criterion
Desired level of generalization
Management
Desired results
The heading "generalization" describes the level of depth and the degree of observance of thedaily procedure
• At least one senior instructor is trained and validated• There is one pilot EWT by department• Operational training (WU managers) performed
> Required management practice• A test sector is determined• General information given to all personnel
> Competency• Plant management is trained and observes procedure
(management training)
> Coordination• A deployment method and associated schedule exists
• No requirement• Around 25% of plant EWTs are standardized
(application of 40-criterion grid)
> Required management practice• Workshop manager validates and signs the SOS• Department manager coaches the workshop managers• The pilot EWTs are validated by the DPSI• The department manager assigns the necessary
resources• The new operators are always trained on the SOS
standard• The Workshop Manager and EWT manager. A standard
exists for monitoring compliance with standard
> Coordination• The department manager drafts a deployment plan
with the workshop manager, etc.• The workshop manager conducts inspections to
check compliance with standard
• The senior instructor validates the EWT• Management systematically refers to standards
The "management" heading describes the skills expected of the managers It distinguishesbetween : • Required management practice
• Skills• Control
Each stage is characterized by the result and process indicators translates the level ofperformance desired by Renault
Example of roadmap: standardization management (steps 1 and 2)
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Annex
• self-diagnostic should be the result of a group analysis.
Members of the plant management should come to a
collegial agreement on the level to be attained by each
discipline;
• the grid rating system should reflect the reality on the
ground, and should therefore be completed through an
exchange with the operatives concerned. Never hesitate in
meeting the operators and their unit manager in order to
understand the difficulties encountered when implement-
ing the SPR tools;
• it is recommended to call in the local experts on the issues
to be addressed (senior instructors). If in doubt on the grid
For each of the SPR strategies, the key roles of the EWT manager
are indicated in this Management Book. Furthermore, the
mission and role of the EWT manager and of the EWT are clearly
indicated in the EWT book. Because it describes the mode of
progress of the EWTs the EWT book is an essential component of
the SPR strategy.
The main principles of the EWT book> The EWT book is a reference document common to all
manufacturing EWTs in all Renault plants. It indicates the
operating principles of the EWT, its missions and relations
with its partners, while integrating the Renault Product
System tools and procedures.
> The EWT book is a guide which assists the EWTs in their
development:
• it describes the operation of a « model » EWT according to
the 8 strategic targets corresponding to the various activi-
ties of the EWT
• it proposes a EWT development chart for each strategy
according to 4 levels of maturity, level being the ultimate
target.
rating system, the plant should call on central experts
from the DPSI and the SPR deployment managers in the
post-validation sites.
How to process an evaluation?
Roadmaps can be used at any time in the year. However,
these evaluation grids should focus the attention of manage-
ment, at the moment of drawing up the progress plans, in
particular on the deployment of objectives and action plan
process. They may be a constituent item of the diagnostic
defined during the deployment of objectives and action plan
process (cf. chapter 6).
The EWT maturity levels are:
N1: the EWT knows the procedure and applies it rigorously
N2: the EWT analyzes and eliminates malfunctions
N3: the EWT improves its performance by means of an
action plan
N4: the EWT anticipates and records its knowledge base
For a EWT to progress from the stage where it « knows the
procedure and applies it rigorously » to the stage where it
« anticipates and records its knowledge » on each of the target
requirements, the full implementation of the SPR tools and
strategies is an absolute prerequisite.
> The EWT book, a workshop management measurement tool:
• for the EWT manager, the EWT book proposes a diagnostic
tool enabling him to evaluate the maturity of his EWT and
define a progress plan in order to attain the EWT operating
target;
• for the workshop manager, the EWT book proposes a ma-
nagement tool and a synthesis chart enabling him to view
the position of the EWT and to assist them in developing
their skills.
EWT book operatives
The EWT manager is responsible for developing his EWT. For
this purpose, he implements the EWT book and conducts a
self-diagnostic of his EWT with the support of management.
The workshop manager is responsible for deploying the EWT
book in his section and in managing it over time.
Plant Management should monitor the consistency of deve-
lopment of all the EWTs over the whole site. The development
objectives of the EWTs should also be set in order to ensure
coherency with the SPR deployment plan.
> Annex II: the EWT book
5. Environmentand working
conditions control
2. Professionalizm
7. Flow and deliverytime management
4. Quality control
1. Standardization
8. Cost management
3. Involvement,management and rules
6. Facilities performancecontrol
BWT development
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Cré
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n :
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