World Class Manufacturing

Transcription

1 World Class Manufacturing Il percorso verso l'eccellenza Luciano Massone

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5 Range di prodotti World Class Manufacturing 4

6 Principi WCM 1. La Sicurezza a livello World Class è il fondamento di Perfoance a livello World Class 2. I leader del WCM hanno una passione per gli standard 3. In una Azienda World Class la voce del cliente può essere udita nello stabilimento 4. Il WCM non accetta perdite di alcun tipo (l'obiettivo è sempre Zero: incidenti, difetti di qualità e di servizio, scorte, guasti) 5. Un' applicazione rigorosa dei metodi WCM garantisce l'eliminazione delle perdite World Class Manufacturing 5

7 Principi WCM 6. In uno stabilimento World Class tutte le anomalie sono immediatamente visibili (Polvere e fonti di contaminazione, schemi di controllo,... ) 7. Il WCM si realizza nel posto di lavoro, non in ufficio 8. Il WCM si impara mettendo in pratica le tecniche con i team di stabilimento 9. La forza del WCM deriva dal coinvolgimento delle persone 10. Le Aziende World Class sfruttano l'energia di una crisi per ottenere un successo continuo World Class Manufacturing 6

8 Struttura WCM n&,..u t WC'M Slructure World Class Manufacturing 7

9 Struttura WCM n&,..u t 10 Pilastri Tecnici in un approccio a 7 steps - - Professional Maintenance Quality Control Logistics & Customer Servi ce Early Equipment Product Management People Development 10 Pilastri Manageriali Commitment of Organization Level of Expans1on Sistema di Audit Pilastri : 0-5 punti ~nze punti Gol d punti Plant : punti Silver punti w 1 orld C ass punti World Class Manufacturing 8

10 1 O Pilastri tecnici in 7 steps f People Development t f l o Preventive Reactive Reactiv Proactive Proactive World Class Manufacturing 9

11 WCM Focus Tutti i dipendenti Sprechi e Perdite Standard e Metodi World Class Manufacturing 10

12 Approccio STABILIMENTO AREE DI ESPANSIONE AREA MODELLO World Class Manufacturing 11

13 Risultati WCM Safety 1 Tychy Plant (FGA) Fiat Group safety (Frequency lndex 2006 vs 201 O) -44 /o lnjuries -70 /o (2006 vs 2009) Near misses Unsafe acts & Conditions Best sector in the Group -53 /o reduction in frequency index r~ 1 n ~, QQQ preventive ~~i n World Class Manufacturing 12

14 Focused improvement Brainstoing Phenomenon 5 Perchè Diagramma a radar Why(1) Why(2) Why(3) Why(4) Diagramma di Pareto Ciclo automanutenzione 4M analisi SWe lh t WHAT H.tt.ilhn[tlrodlcllidyouswtt-. probl&m.,, WHERE <+ ~4dyouS*ltteprOOiem? t WHO -tfsth!l ~emrblat~dro slol? t WHICH 'MichFend(~Em)IUyou5eib1& """"' HOW -thow 1S Il stat& cnrl9&d lrom opmut? World Class Manufacturing 13

15 Focused improvement No METHODSfTOOLS/ APPROACH Radar chart ltems DESCRIPTION PILLAR GROUP 5G break down, working abnoality, etc.) x x x Good for simple sporadic and chronic loss 2 5W1H Used to clearly define the problem. (What, When, Where, Who, Which, and How) x x x x 3 5 Why x x x x yzes 4 4M problem and its x x 5 1 )Prioritization, basic families. Find out important x x x x Tools 2) Systematic, logical and 7WCM detailed deployment of Tools objecti~.es into right means 6 and right solutions, and x x x 7 8 measurement of the results against the objecti~.es and targets l 4) 5W + 1 H (2H) with the 5G principles 9 5)Root-cause analysis Grasp the current situations x x x x x x x Tools Two tools used to clearly identify the problem and see the x x x x x x Tools i c al res ults of the m. A method of analysis t o identify the true cause's) of the problem. 7WCM x x x x x x 7WCM Tools World Class Manufacturing 14

16 Focused improvement METHODS/TOOLS/ APPROACH DESCRIPTION PILLAR Radar eh art ltems GROUP 23 VAlVE 44 Affinity diagrams Value Analysis/Engineering is a systematic and organized procedura! decision-making process. lt has been used in almost CD ki nd of a n. l t hel 7NEW QC Tools 50 ANOVA 51 Correlation analysis Simple analytical hniques 58 DOE (Design of 59 TAGUCHI Methods x 92 PPA ( Process Point Analysis ) x 130 DFMEA -DESIGN FMEA EPM; QC 159 Theory of Constraints 220 Binomia! probability paper Fl World Class Manufacturing 15

17 Workplace Organization l Prima l l Dopo l World Class Manufacturing 16

18 Workplace Organization l Prima l l Dopo l World Class Manufacturing 17

19 Workplace Organization..._.._, l Prima l l Dopo l World Class Manufacturing 18

20 Workplace Organization World Class Manufacturing 19

21 Workplace Organization World Class Manufacturing 20

22 Workplace Organization World Class Manufacturing 21

23 Workplace Organization World Class Manufacturing 22

24 Workplace Organization World Class Manufacturing 23

25 Workplace Organization PROBLEM P~OBLEM PHENOMENA SOLUTION PROBLEM PHENOMENA SOWTION PROBLEM PHENOME,NA - World Class Manufacturing 24

26 Workplace Organization e Logistics l Prima l l Dopo l World Class Manufacturing 25

27 Workplace Organization e Logistics i PRIMA i i DOPO i World Class Manufacturing 26

28 Workplace Organization LOSSES Technical efflclency Waste/Rewor1< Une Balanclng NVAA ( * ) -30 /o LOSSES NVAA 100% Golden zone & one-piece flow application l Machine Riorganizzazione del posto di lavoro per ridurre la movimentazione non necessaria e aumentare la produttività NVAA reduction (*) NVAA : Not Value Added Activities; (**) VAA: Value Added Activities World Class Manufacturing 27

29 Logistics: materiali sequenziati Evoluzione del JUST IN SEQUENCE lo GENERAZIONE 2 GENERAZIONE 3 GENERAZIONE World Class Manufacturing 28

30 Logistics Fork Lifts Transportation of materials to the line side, one part number at a time Tuggers Sequenced Materia! Automated guided vehicle Kitting transportation AGV transporting the car kits to the line side v World Class Manufacturing 29

31 Logistics Transportation & Handling Logistics Cost FGA European plants Re-engineering del processo di handling sulla base degli Standards sviluppati Automatic Guided Vehicles -34 /o 2010 vs 2006 Contenitori abbattibili per migliorare il coefficente di utilizzo del trasporto World Class Manufacturing 30

32 Professional maintenance Raccolta dati macchina e analisi Analisi e Contromisure World Class Manufacturing 31

33 Professional maintenance SUGGESTED 85 CHECKS BY THE MANUFACTURER; MANUTENZIONE PREVENTIVA Preventive Schedule ANDAMENTO GUASTI CHECKS 24 RESULTING FROM BREAKDOWNS ANALYSIS CHECKS FROM 12 EXPERIENCE IN SIMILAR EQUIPMENT; PRIMA Q O/o DOPO World Class Manufacturing 32

34 Professional maintenance PRIMA DOPO CONDIZIONI DELL'IMPIANTO NASCOSTE MODIFICA IMPIANTO PER SEMPLICITA' DI ISPEZIONE IMPIANTO RIPRISTINATO ALLE CONDIZIONI DI BASE World Class Manufacturing 33

35 Quality Quality gates Prompt feedback Cou nter-measu res b Il CO'\! lxi~.i&.o C t TI.MO$ ~~~, /o riduzione dei costi di garanzia dal 2006 al 2009 World Class Manufacturing 34

36 Quality World Class Manufacturing 35

37 Quality 4M analysis Machine Material Eov.irOQITieOt CaJibratioo Accuracy Operator Bias Recipe Measurement Method World Class Manufacturing 36

38 Environment Energy Reduction Electrical energy Eiectric motors controlled by inverter Substitution of old motors Leakage reduction Compressed air Pressure optimization Heating - Cooling lnsulation Heat recovery from exhaust gas Green energy Purchase of green-certified electrical energy Photovoltaic generation Use of other green energy sources such as landfill gas WCM contribuisce al piano di sostenibilità in maniera importante 21 /o di riduzione nell'utilizzo delle energie dal 2006 al 2010 (GJ/vehicle) 23 /o di riduzione di co2 dal 2008 to 2010 (tons/vehicle) World Class Manufacturing 37

39 People Development Manufacturing training system Collection & evaluation Targets Weekly evaluation Feedback -it~ ;-....,... Quality Gates._ - Focused training Suggestions generated Team conventions Periodic workshops Focused discussion Suggestions generated. Risultati l milione di suggerimenti ( 4x 2006 leve l) 10 proposte/persona all'anno (15 nei migliori plant) Assenteismo ridotto del 14 /o vs Recognition & rewarding Plant Manager review Best proposals Best benefit/cost ratio reward World Class Manufacturing 38

40 Melfi Campus World Class Modeling World Class Quality World Class Assembly World Class Manufacturing 39

41 Knowledge Management Dalle best Practice agli standards l l /, ' ' "" ~ l l... World Class Manufacturing 40

42 WCM lntegration More than 4,800 Members World Class Manufacturing 41

43 WPI - Work Piace lntegration The best of Fiat World Class Manufacturing 42

44 WCM Development Center Sviluppo delle risorse umane strategiche People development for Plants New Leaders development World Class Manufacturing 43

45 Espansione World Class Approach... espansione ai fornitori (WCM Suppliers).... Supplier Tier2 WCM Program Development Center ~~ ~ // t <::... r --.,..,_\ i ~~ c> l ~.:=.:;: / '...!_,,',, ~ n ::::..._ l.. '\;~=;:::.:JG... fr IJ/ J _/ \ Fiat Plants \. r?j'. \.. \ / -~A----- ~~~-- --~\.., ~--/- ' o:; \ :~-::':://// Come? World Class Supplier Program Applicare/Allineare la Metodologia World Class ai sistemi di produzione dei fornitori World Class Manufacturing 44

46 WCM Suppliers Specific Supplier Program and Alignment of Production System for ali new contracts E } tv2qo/o APV WCM Pragram far Specific Supplier Plants tv60 /o APV Praductian System Alignment Agreement far ali new saurcings Support FIAT Group Plants Supplier Plants E - J rv 60 /o / ~ear to Fiat Group plants World Class Manufacturing 45

47 WCM Chrysler May 16th 2009: WCM kick-off CHRVSL R WCM launched in 30 plants in USA, Canada, Mexico Cast perimeter 2010: $3.2bn Full UAW & CAW commitment World Class Manufacturing 46

48 New Standards l l. ICS Fte le f ~ li, ec i g lay ut World Class Manufacturing 47

49 Elementi chiave ools World Class Operations bisogni: Leadership Roadmap Tools e... Sistema di Audit per verificare leadership chiarezza della rotta uso rigoroso dei tools World Class Manufacturing 48

50 1..._.._, Grazie World Class Manufacturing 49