IX Conferenza Nazionale sul Six Sigma

What was the number of engine in the list of the top 5 in the industry?
What city is the engine systems plant located?
In what country is Continental Corporation's headquarters?

Transcription

1 IX Conferenza Nazionale sul Six Sigma Lean Thinking & Six Sigma: Metodologie base per l innovazione nell industria ad alta tecnologia Ing. Mario Bonfiglio Dr. Holger Oest Roma 12/13 aprile 2012

2 Agenda: Lean Thinking and Six Sigma Overview Continental Automotive Italy Lean Thinking Implementation in Continental Automotive Industry Development Requirements (Clean Power) History of Six Sigma at Continental Pisa Principles of Six Sigma in the Automotive High Tech Industry Applicative Examples of DFSS in Product Development 2, Engine Systems Ing. M. Bonfiglio, Dr. H. Oest, April 2012

4 Continental Corporation Overview 2011 Sales by division in % Since 1871 with headquarters in Hanover, Germany Sales of 30.5 billion Tires* ContiTech 163,788 employees worldwide 269 locations in 46 countries One of the top 5 in the automotive supplier industry Interior Chassis & Safety Powertrain *pro forma Status: December 31, , Engine Systems Ing. M. Bonfiglio, Dr. H. Oest, April 2012

5 Continental Corporation Over 140 Years of Innovation and Progress Driving safety Driving assistance Chassis dynamics Systems for the powertrain Systems for hybrid and electric drives Infotainment and multimedia Telematics and instrumentation Tires and extended mobility systems Technical elastomer products Vibration damping and noise optimization One of the top five in the global automotive supplier industry since The first environment-friendly passenger tire is launched. Introduction of the key technology for hybrid drive systems.. Automotive Supplier 5, Engine Systems Ing. M. Bonfiglio, Dr. H. Oest, April 2012

6 Megatrend: Environment Doing more. For clean power. Piezo and solenoid injection technologies Turbocharger Hybrid and electric systems Drive assemblies for electric vehicles without rare earths We unite the desire for individual mobility with the need for environmentally sound driving. Exhaust aftertreatment solutions Engine management Rolling-resistance-optimized tires Tire pressure monitoring systems Lightweight components Hose lines for SCR technology 6, Engine Systems Ing. M. Bonfiglio, Dr. H. Oest, April 2012

8 Continental in Italy 2010 Sales & HC Continental Italia SpA Milano Sales: 216 M 129 HC TIC Roulunds (Italia) SpA Padova Sales: 8 M 20 HC Continental Automotive Trading Italia SpA Milano Sales: 18 M 42 HC Continental Brakes Italy SpA Cairo Montenotte (Savona) Sales: 66 M 398 HC Continental Automotive Italy SpA Pisa Sales: 240 M 924 HC (+ 87 Rented) 8, Engine Systems Ing. M. Bonfiglio, Dr. H. Oest, April 2012

9 Continental Automotive Italy Stabilimento e Centro R&D di Pisa Lo Stabilimento e Centro R&D di Pisa, costituito nelle due location di San Piero a Grado e Fauglia, ha come missione lo sviluppo e la produzione di Elettroiniettori e Sistemi di alimentazione per motori automobilistici a benzina San Piero Location Pisa Fauglia Location 20 Km 9, Engine Systems Ing. M. Bonfiglio, Dr. H. Oest, April 2012

10 Continental Automotive Italy - Stabilimento e Centro R&D di Pisa Clienti PISA PISA 10, Engine Systems Ing. M. Bonfiglio, Dr. H. Oest, April 2012

11 Continental Automotive Italy Stabilimento e Centro R&D di Pisa Port Injection Solenoid Direct Injection Piezo Direct Injection Deka I, II, IV, VII XL1, XL2, XL3 PDI Lo stabilimento e centro R&D di Pisa è presente sul mercato con tutte le attuali tecnologie di iniezione 11, Engine Systems Ing. M. Bonfiglio, Dr. H. Oest, April 2012

12 Continental Automotive Italy - Stabilimento e Centro R&D di Pisa Portfolio La gamma comprende sette famiglie di iniettori benzina e molteplici applicazioni Fuel Rail altamente customizzate. Dalla fondazione, avvenuta nel 1987 come centro ricerche (Siemens JV), sono stati prodotti e commercializzati più di 260 milioni di unità Deka II SOP 1992 Deka I SOP 1995 Deka IV SOP 2000 Deka VII SOP 2003 Piezo SOP 2006 SDI XL2 SOP 2006 SDI XL3 SOP 2012 LP Fuel Rail SOP 1997 HP Fuel Rail SOP , Engine Systems Ing. M. Bonfiglio, Dr. H. Oest, April 2012

13 Pisa Plant 2011 Lean Thinking Implementations Visual mgmt. Line Information Boards Production Tracking Logs 5s Boards OPL Boards On Board docs Area naming Shopfloor mgmt. Fast Response Meeting & Mgmt Genba walks Standard work 5 S Std work Value Stream Mapping Deka VII VSM Value stream mapping Electronic Kanban system 13, Engine Systems Ing. M. Bonfiglio, Dr. H. Oest, April 2012

14 Pisa Plant 2011 Production System implementations Visual management Targets & Benefits Focus people and their activities on right things (e.g. : bottlenecks) Motivate employees by understanding the importance of their job and the environment. Transfer current status and performance information to the most simply way Overall process guidance, identify problems and trigger action Decreased reaction time to problems OEE Turning 75% 81% External Grinding 70% 82% Pisa Plant Components Machining area: machines (CNC turning, grinding, superfinishing) - All machines are equipped with Information Boards and Status flags - Performance and issues constantly updated by Operators - Daily reviews by Management Gemba walk and Fast Response meeting Target % 14, Engine Systems Ing. M. Bonfiglio, Dr. H. Oest, April 2012

15 Production system in Pisa Plant Total Productive Maintenance, our way to sustainable improvement Tools definition Pillars deployment Improvement Launch implementation Sustain Prerequisites Pilot area identified Training for the Champions People involvement and empowerment Clear target definition 5S consolidated Initial Setup Autonomous Maintenance: Tag system launch Cleaning 1 st Std. Focus Improvement Data collection by operators Implementation Autonomous Maintenance: Clean, Inspect, Lube (CIL) done by Operators Planned Maintenance Maint. Std Work Focus Improvement Standard reaction plans Failure Form Analysis Production Meeting Uptime Roadmap Improvement Teams Education & Training One Point Lessons (OPL) Visual Mgmt for Docs New training concept Skill Matrix tracking tool TPM Board Upgraded Visual mgmt. Genba Walks OEE 72,3 % OEE 74,1 % OEE 75,4 % OEE 69,2 % OEE 59,2 % OEE 64,1 % Continuous improvement, stable processes: basis for all Lean developments 15, Engine Systems Ing. M. Bonfiglio, Dr. H. Oest, April 2012

16 Pisa Plant Deka VII injector Achievements in Manufacturing process 66.8 Mil. FPY 12.9 Mil. OEE 42.2 Mil Mil. 85 HC 1134 sq mt. 2 m 99 HC 1134 sq mt. 0% Production Space extension 0 Km PPM Labor Productivity (Product sale/operator): 0.50 Mil. 0.67Mil. (36% improvement) Space Productivity (Product sale/sq.mt.): 0.06 Mil. 0.10Mil. (59% improvement) 16, Engine Systems Ing. M. Bonfiglio, Dr. H. Oest, April 2012

17 Whole Value stream improvement through consistent approach in all processes 2011 Improvements and future state MRP MRP Pisa Deka VII Full Automatic Assembly And Test Lines A MRP B 5 Cycle time (1 Line) Volumes (FCST 2+10) OEE TEEP 2.6 secs/injector 15.3 Mio Injectors 75.4 % (YTD Oct) 57,4 % (YTD Oct) Consignment Stock of purchased goods Approx. 1 Mio 15 days lead time (add l to dock to dock) A B 4 3 C 1 C 2 Implemented actions (as of Sep 2011) AREA AS IT WAS AS IT WAS AS IT IS FUTURE Future actions (June 2012) Injector stock for Fuel Rail Assy: new maximum level defined Injector stock ready for shipment: new maximum level defined Every Part Every Interval (EPEI): reduced to 1 week for 90 % of volumes Electronic Kanban System implemented: Lead time from external warehouse reduced by 50% allowing smkt size reduction Plan For Every Part (PFEP) introduced and maintained to reflect actual material consumption (Step 1: ready to use components) Finished injectors stock ( including consignment & CR) Injectors for Fuel Rail Assy stock Lead Time (dock to dock) E P E I assy & test Turn rate of Inventory 2010 Avg. 1 st Half 2011 Avg Sep K inj 286 k inj 124 k inj 90 k inj 140 K inj 129 K inj 39 K inj 30 K inj 25 days 25,3 days 17.8 days 15 days Not tracked 2 weeks 1 week (on 90% of volume) < 1 week PFEP step 2: internally manufactured parts Pull system implementation in internal Manufacturing area (pilot project ) Analyze leveled production implementation Implement SWIP (whole VS) A B C 17, Engine Systems Ing. M. Bonfiglio, Dr. H. Oest, April 2012

18 ORA, ECCO, VEDI, CI VUOLE TUTTA LA VELOCITÀ DI CUI SEI CAPACE PER RESTARE ALLO STESSO POSTO. SE VUOI ARRIVARE IN QUALCHE ALTRO POSTO DEVI CORRERE ALMENO DUE VOLTE DI PIÙ. Alice nel paese delle meraviglie Lewis Carroll , Engine Systems Ing. M. Bonfiglio, Dr. H. Oest, April 2012

20 Powertrain Clean Power Legislation Worldwide automotive CO2 regulations become more stringent Legislation Worldwide automotive CO 2 regulations become more stringent 270 Grams CO 2 per kilometer, normalized to NEDC US 2016: 172 (34.1 mpg) US-LDV California- LDV Canada-LDV 110 China 2020: 117 Japan 2020: 105 US 2025:107 EU 2020: EU Japan China S. Korea Australia US 2025: 107 (49.6 mpg ; incl. AC credits) Source: ICCT (International Council on Clean Transportation), Global Passenger Vehicle Policy Update Number 13 (August 19, 2011) 20, Engine Systems Ing. M. Bonfiglio, Dr. H. Oest, April 2012

21 Powertrain Clean Power Propulsion Complexity grows, we have to manage both trends Propulsion Propulsion Combustion engines remain dominant Combustion engines remain dominant Clear Clear trend towards Electrification Million Vehicles Propulsion Technology Split 2020 EV (incl. Range Extender): 3% E-Mobilty % Hybrids (mild,full, plug-in): 8% % 20% 20% Diesel (Common Rail): 20% % 27% Gasoline Direct Injection w/o Turbo: 7% Gasoline Direct Injection with Turbo: 20% 3-times volume increase in next 8 years Gasoline Port Injection with Turbo: 2% % 42% Gasoline Port Injection w/o Turbo: 40% Combustion Source: Aligned Continental Automotive view based on Key Account Organization, Powertrain BUs and P S&T under consideration of external sources; Status May , Engine Systems Ing. M. Bonfiglio, Dr. H. Oest, April 2012

23 Pisa Plant A journey to Lean and Robust Engineering CBS (Continental Business System) is the platform of methods and tools currently used in Operations as well as in R&D One of the most recent tools for the product development is DFSS 23, Engine Systems Ing. M. Bonfiglio, Dr. H. Oest, April 2012

24 Pisa GDI Injector and Fuel Rail Development DFSS at Pisa R&D Location R&D Key Figures Number of Certified Green Belt 6 sigma 23 Number of Trained Black Belt 6 sigma 3 Number of Trained Green Belt DFSS 10 Planned Green Belt DFSS 15 Planned Black Belt DFSS 3 Current DFSS Project XL3 Injector development 3 rd generation XL4 Injector development 4 th generation 24, Engine Systems Ing. M. Bonfiglio, Dr. H. Oest, April 2012

26 Pisa GDI Injector and Fuel Rail Development Design-For-Six-Sigma (DFSS) DFSS is a process for development of robust designs, which helps exceed customer expectations and help to minimize post launch design changes DFSS is a risk management method to increase the efficiency in the product development process by means of transparent and understandable results in the respective development phases DFSS provides supporting tools and techniques for a methodical and structured approach in the product development phases 26, Engine Systems Ing. M. Bonfiglio, Dr. H. Oest, April 2012

27 Pisa GDI Injector and Fuel Rail Development Goals of DFSS A more complete understanding of the most important requirements for the product Early identification of problem areas at the beginning of the design Clear interface coordination of critical design parameters Use of design-of experiment (DOE) and robust design mechanisms to gain understanding of interactions between factors Flow-Down of the requirements and Flow-Up of the capabilities for the product essential characteristics Requirement Product Important: DFSS does not substitute a robust development process Function Model 27, Engine Systems Ing. M. Bonfiglio, Dr. H. Oest, April 2012

28 Pisa GDI Injector and Fuel Rail Development Comparison of Classical Six-Sigma and DFSS Design for Six Sigma (DFSS) Classical Six Sigma DICOV methodology Focus is the product creation The optimum Design is the most Robust Design as Innovation The product covers all future Company and Customer requirements Reduction/Avoidance of post-development costs during the product life cycle DMAIC methodology Focus is put on existing processes Optimization of production and value generation processes Coverage of the basic company and Customer requirements Avoidance of deviations and its consequent costs 28, Engine Systems Ing. M. Bonfiglio, Dr. H. Oest, April 2012

30 Example 2: XL3.1 Project D I Influence of Injector Design on Particle Number Emissions Target Definition of the parameters and the functional dependencies of the basic injector design factors on the behavior of the PN formation during a defined tests cycle (focused on NEDC for EU6 regulation) C O V Activities Definitionand Identificationof principle influencing parameters of injector design on PN measurements Characterization and prioritization of the main factors of injector design Subsequent steps Optimizationof the design by analyzing data and implementation of the right combination of factors Validation of the optimized design solution on engine 30, Engine Systems Ing. M. Bonfiglio, Dr. H. Oest, April 2012

31 Conclusion 31, Engine Systems Ing. M. Bonfiglio, Dr. H. Oest, April 2012