© 2015 Eaton. All Rights Reserved.
Vehicle Group North AmericaContinuous Improvement Award Competition
Kings Mountain PlantHD Transmission Assembly – Takt Attack
November 4th, 2015
2© 2015 Eaton. All Rights Reserved.
“Takt Attack” Team
Jesse HuntLead Operator
Larry LovelaceSt. 120 Operator
Don HopperSt. 130 Operator
Rodney FallsSt. 190 Operator
Richard TuftSt. 110 Operator
Jason JacksonAssembly Supvr
Zach RahaimAssembly PLM
Emily LeadonLean Coordinator
Matt EtterMfg Eng Supvr
JR GreeneLead Operator
Back Row:
Front Row:
Not Pictured: Joseph Caldwell (Assembly BTL); Brandon Goodwin (Assembly Supvr); Wrenn Anderson (Lead Operator); Tamesha Surratt (St. 190 Operator); Jimmy Graham (St. 70 Operator); Vicky Wachendorf (Sr. Qual Engr); Tre McCorkle (St. 70 Operator)
3© 2015 Eaton. All Rights Reserved.
Process Information
KM Heavy Duty Transmission Assembly Line• Very High Model Mix (~1300 unique SKUs)• Over 4,000 cycle “pitches” per day (from one station to next)• 27 Stations and 19 Subassembly Stations• 82 Direct Labor Employees / 30 Indirect Labor Employees
4© 2015 Eaton. All Rights Reserved.
Strategic Linkage
VSM
5© 2015 Eaton. All Rights Reserved.
Strategic Linkage
• Visual Controls• Daily Accountability• Problem Solving• C.I. for Everyone
6© 2015 Eaton. All Rights Reserved.
• Daily Accountability / Visual Controls• Electronic Hour by Hour boards• Electronic Andon-Pull system to alert support• Tiered Meetings
• Improvement Efforts• 6 RIEs conducted from mid-2014 through 2015• Focus primarily on process constraints
• Employee Engagement / Feedback• No feedback to operators on cycle-by-cycle performance• No measure of an individual’s scope of control• Communications/metrics focused on overall line performance
Prior Condition
• Many tools applied but goals not met• Operators engaged only in pockets
Live HBH Display
7© 2015 Eaton. All Rights Reserved.
BeforePerformance Metrics
Unable to Meet Goals
Managing by “looking in
rearview mirror” at lagging metrics
Goal = 63%
Goal = 95%
8© 2015 Eaton. All Rights Reserved.
ApproachManagement System
• Engage operators – focus on what they can control• Select high-leverage lead measure for the process
• Apply team A3 problem-solving to make improvements• Eliminate waste through use of ELSS tools
Operators can impact this ~4,000 times a day!
Cycle-by-Cycle Takt Attainment!
Deployed Management System Upgrade in July 2015
9© 2015 Eaton. All Rights Reserved.
Improvements MadeManagement System
• Daily Accountability / Visual Controls• 4,000 Opportunities = “At-Bats”• New Metrics: Daily and Weekly Takt Attainment
• Individual “Batting Average”• Overall Line “Batting Average”
• Scoreboard at Tier 1
At-Bat: When a transmission arrives in a stationBatting Average: % of day’s at-bats where work was completed within takt, by station. Operator
Scoreboard
CIF Tools
10© 2015 Eaton. All Rights Reserved.
Improvements MadeFocusing our Problem-Solving
• Focus of Improvement Efforts• Focus on Lead measures• Systematic A3 approach to improve the worst batting
averages, 3 stations each month• Flow Line Team holds a “Weekly Commitment Meeting”
• Review past commitments and make new commitments• Weekly actions/commitments made by operators/FLT
A3 PS Flow Chart
Lag
Lead
ELSS Tools
11© 2015 Eaton. All Rights Reserved.
ApproachA3 Problem-Solving Examples
St. 110
St. 190 St. 120
• Teams consisted of FLT members and operators from both shifts
• Tally Sheets at focus stations• Removed small interruptions• Tackled process improvements
12© 2015 Eaton. All Rights Reserved.
Operator Engagement in A3 Problem Solving“[The focus on takt attainment] brought to light an issue with the shims that had been going on, but not yet addressed.” – Don Hopper, Station 130
Root Cause Identified
Issue Root Cause CountermeasureShim rejections Shims out of spec Supplier resolving (in process)
Bearings not seated Incorrect calibration of press
Replaced and calibrated load cell
Counter Measure
Resolution
13© 2015 Eaton. All Rights Reserved.
Issue Root Cause CountermeasureExcess time getting parts Poor access to bearings Adjusted shelf height
Time wasted decanting material
Material not decanted for operator
Decanted material made standard
Operator Engagement in A3 Problem Solving“Team worked good together to get problems resolved quickly.” – Jimmy Graham, Station 70
Employee Engagement
Operator Generated Standards
Height Adjusted
Standardizedcontainer
presentation
14© 2015 Eaton. All Rights Reserved.
Issue Root Cause CountermeasureLong walk time to tools Tools located far away Move tools to Point of Use
Fixtures failing and falling off during use
Poor fixture design Redesigned fixtures and made more durable
Operator Engagement in A3 Problem Solving“I was motivated to get better based on looking at my daily performance. Having Flow Line Team on floor, trying to make my job better was good teamwork.” - Rodney Falls, Station 190
Cross Functional
Team Involvement
Impact tools & sockets enhanced,
moved location
Batting AverageJune = 68%
October = 94%
Bottleneck Station
15© 2015 Eaton. All Rights Reserved.
Increased Individual Accountability/Engagement
Daily Accountability
Takt attainment incorporated into start up meeting standard work at Tier 1 board.
“Created awareness of opportunities for operators. Also showed them how they are doing, how the shift is doing, and how everyone is committed to each other and our customers.” - Jesse Hunt, Lead Operator
16© 2015 Eaton. All Rights Reserved.
Results18-Month Performance
45%
50%
55%
60%
65%
70%
LAG – Gross Utilization
75%
80%
85%
90%
95%
100%
LAG – OEM OTD
80%
85%
90%
95%
LEAD – Takt Attainment % (Batting Avg)
Unprecedented Sustained
Performance
Engagement in Problem Solving
Focus on High Leverage Leading
Measure
Record Attainment
Record High
Record 100% OTD
17© 2015 Eaton. All Rights Reserved.
ResultsCost Savings
• 4-Month Cost-Out = $576K• Annualized Cost-Out = $1.7M
18© 2015 Eaton. All Rights Reserved.
Benchmarking
• Benchmarked BMW, Spartanburg, SC Plant• Highly-Automated Assembly Line• Automotive Production• Cycle time feedback during shift• Live TAKT time monitoring and display• Multiple levels of escalation through Andon
• Benchmarked Freightliner, Cleveland, NC Plant• Live TAKT time monitoring and display• Visual Controls for Takt on floor, per pace of line• Andon / Line Stop prompts issue resolution
19© 2015 Eaton. All Rights Reserved.
Learnings and Sharing
• Learnings• Previous lag measures were not actionable• Find your high-leverage lead measures• Empower people to improve what they can control
• Sharing• Monthly report outs during KM CI Council• Presented to VGNA leadership during Fly Around• Posted A3s to ELSS ERG• Will present during the next Assembly Council
20© 2015 Eaton. All Rights Reserved.
SustainingLeader Standard Work
Lead Op
Daily Proces
s
Weekly Review
Coach
Daily Proces
s
Weekly Commit
ment Meeting
Monthly
Review
BTL
Weekly Commit
ment Meeting
Weekly Review
Monthly
Review
PLM
Weekly Commit
ment Meeting
Weekly Staff WIG Walk
Quarterly Off-Site Strategy Review
FLT
Weekly Commitment Meetin
g
Monthly Focus Station Identific
ation
Staff
Weekly Gemba Walks of process
and focus areas
Quarterly Off-Site
Strategy Review
CIF Tools
21© 2015 Eaton. All Rights Reserved.
ResultsSummary
• Results sustained for 4 months since deployment of Takt Attainment Process
Metric Jan-Jun 2015
Jul-Oct 2015
Takt Attainment(Batting Average) 84% 91%
GU 59% 63%
OTD 95% 98%
Cost Savings To Date $576K
$1.7M Annualized
Questions?
Top Related