Optimizing Process Performance
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Transcript of Optimizing Process Performance
Optimizing Optimizing Process Process
PerformancePerformance
Carlos Eduardo DaSilvaCarlos Eduardo DaSilvaGlobal Quality Manager
Vibracoustic North AmericaA Division of Freudenberg-NOK General Partnership
Hannover Fair – Hannover, Germany – April 2009
Operational Excellence
The Freudenberg Group
The Freudenberg Group comprises 14 Business Groups and two divisions operating independently on various markets all over the world. Our actions are motivated by the search to find the best solutions for our customers, since our own success is based on theirs. This has been the case for the last 160 years and remains our pledge for the future.
We are therefore intensely committed to developing our ability for innovation in all fields even further.
As a family company, we are guided by our long-term orientation, financial solidity and the excellence of our people in 53 countries around the globe.
Operational Excellence
Optimizing Process [email protected]+1 (603) 361 8303
Organization
Parent Company Freudenberg & Co.
Seals and Vibration ControlTechnology Business Area
Business Groups
Freudenberg Seals and Vibration Control Technology Europe
Freudenberg-NOK GeneralPartnership
NOK-Freudenberg Group China
Vibracoustic (Europe)
Burgmann Industries
NonwovensBusiness Area
Business Groups
Freudenberg Nonwovens
Freudenberg Filtration Technologies
Freudenberg Politex Nonwovens
Household ProductsBusiness Area
Business Groups
Freudenberg Household Products
Specialties and OthersBusiness Area
Business Groups
Freudenberg Chemical Specialities
Freudenberg NOK Mechatronics
Freudenberg IT
Freudenberg New Technologies
DivisionsFreudenberg Service Support
Freudenberg Immobilien ManagementDichtomatik
Operational Excellence
Optimizing Process [email protected]+1 (603) 361 8303
Global Presence
Locations in 53 countries
Operational Excellence
Optimizing Process [email protected]+1 (603) 361 8303
Corporate Culture
People
Leadership Long Term Orientation
ResponsibilityInnovation
Value for Customers
The Guiding Principles are a short version of the Groups Business Principles, summarized for our employees around the world, our business partners and the public at large.
Guiding Principles
Operational Excellence
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
Optimizing Process [email protected]+1 (603) 361 8303
Safety
Safety Empowerment Through Team HarmonySafety Empowerment Through Team Harmony
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
7,000 employees$2.5 billion
Global Supply3,500 employees
$950 million
24,000 employees$3.5 billion
Communication
• Global Key Account Management
• Global Lead Center Structure
• Global Program Management
• Standardized Production Technology
• Cooperative R&D
• Employee Exchange
Business Group: Freudenberg-NOK
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
Our business model is based on leading edge Technology combined with the relentless pursuit of operational excellence through the Growtth® (Get Rid of Waste Through Team Harmony) continuous improvement program.
Business Group: Freudenberg-NOK
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
Headquarters: Plymouth, Michigan• Established July 1, 1989• General Partnership between Freudenberg of Germany and NOK of Japan• Integrates Japanese, German, and American Technology• 30 Locations in the AmericasDesigns and Manufactures:• Seals & Gaskets• Custom Molded Rubber Products• PTFE & Plastic Components• Anti Noise, Vibration & Harshness Products• Brake Hoses• Rebuild Kits
Business Group: Freudenberg-NOK
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
+Vibration Vibracoustic = Acoustic
We convert noise and vibration into sound and comfort.We convert noise and vibration into sound and comfort.
www.vibracoustic.com
Vibracoustic North America
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
Lean Thinking Case StudyAggressive Six Sigma ProgramSupply Chain & Outsourcing InitiativesProduct Development Best Practices Leader
Best Practices – World Class Processes
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
Narrow Product Mix Short Lead Time Minimal Waste; Low Cost Motivated, Trained, Empowered, Entrepreneurial, Employees Highly Predictable, High Performance Business and Manufacturing Processes
Characteristics
Continuous Improvement Culture Highly Responsive to Customers High Span of Control Product Team Organization Structure
Focused FactoryO
ffices and
Team
Ro
om
s
Dock
Ad
min
istration
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
Mold Sit SpringQC
Inspect
Ship
Trim SitSit
Sit QCInspect
Sit Pack
Spring Trim Mold
ShippingPackingQC
VisionSystem
From Conventional to Lean Manufacturing
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
Data transformed becomes information.
Information transformed becomes intelligence.
Intelligence transformed becomes competitive advantage.
Decision Based in Facts
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
TEAM BEHAVIOR
Management
INDIVIDUAL BEHAVIOR SKILLSINDIVIDUAL BEHAVIOR SKILLSINDIVIDUAL BEHAVIOR SKILLSINDIVIDUAL BEHAVIOR SKILLSEXECUTION
ATTITUDE COMPETENCEATTITUDE COMPETENCE
Assurance
ATTITUDE COMPETENCEATTITUDE COMPETENCE
Assurance
KNOWLEDGEKNOWLEDGEKNOWLEDGEKNOWLEDGE
Changing Behavior
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
PROCESSES
PROCESSES CO
NTR
OLS
CON
TRO
LS
PEOPLE
Key Concept
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
MANAGEMENT LEVEL
Product Assurance
ENGINEERING LEVEL
Quality Control
OPERATOR LEVEL
Business Management
Effectiveness Efficiency
KPC
KPP
KPI
KPP – Key Process Parameters / KPC – Key Product Characteristics / KPI – Key Performance Indicator
Key Metrics
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
Employees Participation in Kaizen Events 1993 to 2008
16707
3561 36714413 4747 4112 4739 5214 5738 5453
0
2000
4000
6000
8000
10000
12000
14000
16000
18000
1993 -1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
Year
Eve
nts
People ImprovementSince 1993, we reported over 75,000 times that people participated in continuous improvement activities
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
Kaizen Events at Freudenberg-NOK General Partnership 1993 to 2008
5349
14011823
2510 26652893
3538 3564
4178 3991
0
1000
2000
3000
4000
5000
6000
1993 -1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
Year
Eve
nts
Process ImprovementOver 31,000 times in 16 years we improved processes, saving more than US $225 million between 2000 and 2006.
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
DDefineefine
MMeasureeasure
AAnalyzenalyze
IImprovemprove
CControlontrol
Predictive 6-Sigma is the DMAIC process withthe “Define” stage being the identification ofCC’s, SC’s and Process HIC’s.
Continuous Improvement through VariabilityReduction.
Definition of Quality Procedures and requirementsto control all “significant” sources of variation.
SPC and Control Charting. Quality Index SPC and Control Charting. Quality Index supported by a Stable and Insupported by a Stable and In--Control Process.Control Process.
Control Improvement
Certified Green Belts 482
Certified Black Belts 67
Green Belt Projects Completed 197
Black Belt Projects Completed 189
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
Production Preparation Process – 3P
A. Information Phase - Define Proposed State
B. Creative Phase - Kaizen
C. Redefine Phase - Define New Proposed State
Freudenberg-NOK team collecting data during the simulation of a future
production cell.
Example Before
AfterPeople 27 9Floor Space (sq. ft.) 3500 1100Distance Traveled >100 mi. 21 ft.Production Lead Time 21 Days 7 hrs.Mfg. Cost (indexed) 100 71Capital Cost (indexed) 100 57
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
1999
1992 1996 2000 2002 2003 2004 2005 2006
Q1 Preferred Quality Award
QS 9000 QS 9000 CertificationCertification
Golden Pull Award
Supplier AwardSupplier Award
1999
Preferred SupplierPreferred Supplier
ISO/TS 16949:2002 ISO/TS 16949:2002 CertificationCertification
2001 – 2002 - 2003Subaru - Isuzu
2004 - 2005
2004 - 2005 - 2006
Supplier Award
ISO 14001:2004 ISO 14001:2004 CertificationCertification
Gold PentastarAward
1997 - 1998
Vibracoustic Performance Recognition
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
Established in 1988 to promote an awareness of lean manufacturing concepts and to recognize companies that achieve world-class manufacturing status.
The Nobel prize of manufacturing is named for Japanese industrial engineer Shigeo Shingo, one of the world’s leading experts in improving manufacturing process.
He helped create the renowned Toyota Production System.
Dr. Shingo is the author of A Study of The Toyota Production System and The Shingo System for Continuous Improvement.
The Shingo Prize
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
6 Manufacturing Sites
•Manchester, NH Gaskets
•Manchester, NH Vibracoustics
•LaGrange, GA
•Cleveland, GA
•Shelbyville, IN
•Ligonier, IN VCT
Shingo Prize at Freudenberg-NOK
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
FOR ALL “FOR ALL “EFFECTEFFECT” WE CAN ” WE CAN TOGETHERTOGETHER FIND A FIND A CAUSECAUSE
Journey to Excellence
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
For converting from Batch to Lean
Lessons learned by Freudenberg-NOK during 16+ years of Lean Transformation
A few examples . . .
Secrets to Success
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
Top DownA champion at the top of the organization is critical to success.
• The champion sets the agenda for the organization.• The champion controls the resources.
• The champion (top executive) must be engaged in the transformation. Kaizen participation
• Team member• Report outs
• 20% of time in year one
The champion must understand lean well enough to lead the transformation unwaveringly.
Secrets to Success #1
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
Secrets to Success #2
Certification Process
Purpose:• Train internal experts – Black Belts• Train internal practitioners – Green Belts
Benefit:Systematic approach to educate and train both the internal expert and the rest of the organization in lean systems
Drive certification through policy deployment.
Make promotions conditional upon certification.
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
Secrets to Success #13
Quantify, Track, Report Improvements“You can improve what you measure.”
Some believe that because eliminating waste (implementing lean) is inherently the right thing to do, the results don’t need to be quantified. Freudenberg-NOK believes that waste costs money. If we are doing a good job of eliminating waste, we should save a lot of money. It’s about focus!
• Get the finance team to develop a method for converting lean improvements to $ saved.
• Involve the finance team in periodic reporting of results.
• Measuring lean improvements is inexact. Strive for a reasonable estimation of savings or benefits without creating bureaucracy.
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
• Quality Drives Market ShareQuality Drives Market Share
• GROWTTH Drives GrowthGROWTTH Drives Growth
• Technology Sets Us ApartTechnology Sets Us Apart
• Bureaucracy Is The EnemyBureaucracy Is The Enemy
• Communicate, Participate, CelebrateCommunicate, Participate, Celebrate
Business Imperatives
Optimizing Process [email protected]+1 (603) 361 8303
Operational Excellence
Thank You!Thank You!Carlos Eduardo DaSilvaCarlos Eduardo DaSilvaGlobal Quality Manager
+ 1(603) 628 [email protected]