Leveraging the human factor to engage the development team. Toulouse, June 24th 2008

Transcription

1 Leveraging the human factor to engage the development team Toulouse, June 24th 2008 Solving Efeso 2008 rel. 2008/06/20

2 Agenda The Human Factor Model Illustration of PLM approach: a nightmare or a game? Design for assembly applied to the new Alfa MI.TO Scorecard feedback - 2 -

3 The typical capabilities and enablers of a successful Product Innovation Program make a long list Strategic vision 1. Knowledge of market demand 2. Money to invest 3. Management Committment 4. Innovation metrics Technological tools 1. PLM 2. PDM 3. Digital manufacturing 4. Rapid prototyping 5. Product development process 1. Lean development 2. Open innovation 3. Design collaboration 4. Organization - infrastructure People engagement The list is really long, priorities might become unclear Can we sort out a key success factor? - 3 -

4 Simultaneous evolution of PLM systems and People Engagement ensures more profitability than the focus on a single element This map shows the relevance of people engagement on profitability (measured againts the industry average) People engagement Suggested evolution path Much higher than industry avg. Profitability Integrative processes Respect and leadership Training Culture of excellence Higher than industry avg. Profitability Average Profitability Source: sample of Solving Efeso clients NPD process PLM system PDM Design collaboration Digital manufacturing PLM system evolution Lower than avg. Profitability - 4 -

5 Agenda The Human Factor Model Illustration of PLM approach: a nightmare or a game? Design for assembly applied to the new Alfa MI.TO Scorecard feedback - 5 -

6 2. Let s implement a global PLM program A prospect had decided, a few years ago, to conduct an ambitious PLM Program, consisting in implementing a full and complete set of tools Capitalization Time to market International collaboration... Product Data Management Project Management Collaborative Rooms Let s climb Himalaya Unfortunately, after several months of implementation (rather IT oriented), they faced a failure and asked us to explain why - 6 -

7 «We have implemented all the tools, however, nobody wants to use them» Do not pronounce the ( ) name of the program You are the ( ) man? No swear word please! Good Luck! SAY FEEL The end of the pencil behind the ears THINK Could be the death of the group and its creative culture DO More than 1000 users agreed to do nothing quite an interesting challenge for us - 7 -

8 From a white elephant to climb the mountain (Please) do agree! until we helped describing their own roles in the global picture The project became a white elephant and have them playing their game to a picture that encompasses the real nature of NPD operations - 8 -

9 Human factor Go no go decisions for people Every one of us takes decisions according three key human factors 80% time consuming - Clarify the gains - Connect the project community Rational Control the model - Highlight where the value - comes froma Political Emotional - Bring boring workflow - Risk to double my administrative tasks 80% decision weight The project success is based on the accurate management of these criteria - 9 -

10 Human Factor Characters impacts in the decision In a very collaborative process, different profiles have to work together. Those profiles have specific abilities in listening and communicating. Energies : Fast results Fears : Loss of control Director Energies : Objective, Analytic, Rigorous Fears : Lack of solution Normative Visionary Energies : Intuitive Vision and Inspiration Fears : Loss of Prestige Cooperative Energies : One-to-one Relationships and Altruism Fears : Confrontation What are the impacts of collaborative tools in the relationship balance? *Thanks to Gustave Young

11 Change the way you play Main Results Every data & projects are running through the PLM tools An Empowered Innovation Team is pursuing PLM Excellence Engineering changes are under control in the development & post launch processes Share the objectives, lead the way and focus on the team >1000 users in Europe, Asia, Southern America Approx 30 million savings 30% cycle time reduction

12 Next steps Harnessing collective experience online with ready to use tools Making internal/external stakeholders feeling the product before investing tangible assets Implementing best in class PLM practices through a dedicated toolkit and a black belt knowledge yvic.pineau@solvingefeso.com Vice President Innovation & PLM practice

13 Agenda The Human Factor Model Illustration of PLM approach: a nightmare or a game? Design for assembly applied to the new Alfa MI.TO Scorecard feedback

14 Development of the new Alfa MI.TO

15 PROKON Demands on design for assembly reduce time for assembly reduce no. of parts quality demands material aspects Demands on design for assembly competition aspects from environment easy to deassemble ergonomic aspects

16 The Tool PROKON Supports cross-functional teamworking PROKON generates a discussion forum to assess the assembly friendliness of products Development Design PROKON Planning Assembly

17 The Tool PROKON Project scope Assembly value-adding activities non value-adding activities waste position screw engage glue distances waste disposal reading order transporting material adjustment rework categories checked with PROKON

18 The Tool PROKON Project resources A PROKON work team should consist of members of the following sectors: design method engineering cost engineering production quality assurance purchasing marketing and sales

19 Prokon Methodology Categorie Punteggi > 300 x 300 mm peso < 8 dan 40 > 8 dan 55 dimensione principale > 300x300 mm 10 dimensione principale > 800 mm numero di posizionamenti >3 40 > 800 con limitazioni possibile errata posizione con trattenimento riaggiustamento per posizione posizionamento senza riferimenti cambio asse di posizionamento Check processo n attrezzi/servomezzi utilizzati vista 15 spazio P1 50 P2 150 P Placing cables: positionings >

20 FIAT case: project scope Models under development 940 alfa alfa junior 844 lancia delta 3 Project Teams Interiors finishing Doors Cockpit 55 components Timing 4 months (feb/may 2007)

21 FIAT case: project scope Team / Model Alfa Junior Alfa 149 Lancia Delta Project area Team Interiors finishing FI 0,54 h Team Doors PM 0,38 h Team Cockpit PL 0,36 h Leader 1,28 h Cross-fertilization

22 Project Organization SPONSOR Andrycz / Mingrino / Pierallini PRODUCT ENGINEERING / PLATFORM METHOD ENGINEERING, MOUNTABILITY AND TECHNOLOGY Direzione progetto SUPPORTO METODOLOGICO E COORDINAMENTO PROGETTO (CARAGNANO) Alfa Junior Team FI-A Alfa Junior Team FI-B Alfa 149 Team PM-A Lancia Delta Team PL-A Lancia Delta Team PL-B Stabilimento Metodi montaggio Qualità Team Leader Progettazione Benchmarking APEX

23 Selected components 955 model Pantine Plafoniera Imperiale Maniglie Riv. Montante post. + mensola Riv. Montante ant Isolamento vano motore Riv. Portellone Battivaligia Isolamento cruscotto Fiancone Riv. Montante centrale Head-bag Batticalcagno ant. Batticalcagno Pannello porta

24 955 results N 15 analyzed components Short term solutions (var. A) Solutions which will be approved and implemented (90% probability) Manning As Is (199) min. min. Prokon cards D D% Fiat 30,2 18,4-11,8-39,07 Suppliers 14,6 7,5-7,1-48,63 TOT 44,8 25,9-18,9-42,19 Interiors finishing + crossfertilization from other teams Model Project area (h) Prokon solutions (delta h) Interior finishing 955 0,54-0,2 Cockpit 940 0,38-0,04 Doors 844 0,36-0,05 1,28-0,

25 Cover of A column 4 wings (elimin. n 2 hooks + n 2 clips) Inserimento alette di trattenimento imperiale per migliorare l accoppiamento Adozione mollette doppio barilotto (eliminazione fettuccia + dado + vite trattenimento headbg) -1,728 min (FIAT) -0,888 min (BUY) -2,616 min (TOT) Eliminazione n 2 tamponi URL (accoppiamento con plancia garantito da n 2 alette flessibili ricavate di stampo)

26 Cover of A column Proposte per 955 (non disponibili ancora matematiche; le immagini adattano quanto presente su altri modelli) Previste linguette trattenimento imperiale per migliorare accoppiamento (Simil 312) Mollette doppio barilotto che consentono assenza fettuccia trattenimento in caso di scoppio bag I tamponi dovrebbero venire sostituiti con 3 alette flessibili ricavate integralmente di stampo in sede asole su lamiera per il recupero giochi

27 Cover of B column N 1 molletta di ritegno su scocca per autofilettante N 4 mollette riportate (con feltrini antirumore) su rivestimento N 1 vite autofilettante Mollette riportate su rivestimento direttamente su scocca Perno di centraggio Molletta riportata su rivestimento direttamente su scocca -0,456 min (FIAT) -2,304 min (BUY) -2,76 min (TOT) Fori per aggancio con due bottoni del riv. inferiore/fiancone Foro per Autofilettante

28 Roof cover Eliminazione n 2 tamponi anteriori Pantina e supporto fissati a scatto Rispetto a 199 inserite a progetto n 2 maniglie + staffa per fissaggio (n 2 staffe per versioni TL TV) Attività svolta - Unificazione staffa maniglia - staffa in lastratura (eliminazione n 4+4 rivetti pop) - eliminazione maniglie + staffe Eliminazione dual lock (come da odm su 199 in produzione dal 15/02/07) -1,584 min (FIAT) -0,536 min (BUY) -2,12 min (TOT) Inseriti n 1+1 ganci appendiabiti (su n 1+1 staffe) - Fissaggio ganci a baionetta - staffe inserite in lastratura

29 Side panel Proposte Prokon da inserire su STEP3 Griglia altoparlante integrale Pinetti monoscatto iso198 senza guarn. e boccola su ossatura Sostituzione n 1 pinetti con vite AF N 2 viti AF su blocchetti N 5 pinetti millerighe su boccole applicate su ossatura N 4 pinetti millerighe su boccole applicate su ossatura -1,152 min (FIAT) -1,44 min (BUY) -2,592 min (TOT) N 2 bottoni su tucker sdpr Griglia altoparlante fissata a scatto

31 Let s discover if your opinion confirms the need of enhancing people engagement Results from the 32 questionnaires distributed in the conference room

33 Thank you for your attention Gabriele Caragnano Vice President, Italy Luciano Attolico International Expert, Italy Mario Galassini Vice President, Italy Yvic Pineau Vice President, France