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NORMA GROUP • 2011-07
Kaizen Congress
Presentation
Customer Value through Innovation
NORMA GROUP • 2011-07
Disclaimer
This document contains confidentialand proprietary information owned by NORMA Group.
Any disclosure, use, copying or distribution of this information without the express written
consent of NORMA Group ist strictly prohibited.
© NORMA GROUP SE. All rights reserved.
Delivers to more than
10,000 customers in 100 countries
NORMA Group key facts
Offers more than 35,000 innovative
joining solutions in three product
categories: Clamp, Connect, Fluid
Employees > 6,700 worldwide
Operates a global network of
more than 25 manufacturing
facilities
Numerous sales and distribution
sites across Europe, the
Americas and Asia-Pacific
Global market and technology
leader in joining technology
Headquarters in Maintal near
Frankfurt/Main, Germany
Sales of about
EUR 900 million in 2016
Listed on the Frankfurt stock
exchange since 2011 and included
in the MDAX index since 2013
28/9/2017
© NORMA GROUP SE. All rights reserved.
Global presence > 30 locations
Americas
• Brazil
• Mexico
• USA
Europe, Middle East, Africa (EMEA)
• Czech Rep.
• France
• Germany
• Italy
• Netherlands
• Poland
• Portugal
• Russia
• Serbia
• Spain
• Sweden
• Switzerland
• Turkey
• UK
Asia Pacific (APAC)
• Australia
• China
• India
• Indonesia
• Japan
• Malaysia
• Singapore
• South Korea
• Thailand
28/9/2017
© NORMA GROUP SE. All rights reserved.
Product categories
CONNECT CLAMP
FLUID
PLASTQUICK
FIX FLOW CONTROL
DRAIN
28/9/2017
© NORMA GROUP SE. All rights reserved.
Connecting everything, everywhere
Construction equipment Infrastructure & Water Management Shipbuilding
Commercial vehicles Engines Passenger vehicles
Railways Pharma & Biotech Agricultural equipment
Aviation
White goods
Wholesalers
EXAMPLES OF NORMA GROUP’S KEY END-MARKETS
28/9/2017
© NORMA GROUP SE. All rights reserved.
NORMA Serbia, Subotica
Focus of operation
• FLUID systems: urea and fuel
transportation, tank ventilation, oil cooling
system
• Quick Connectors
Production processes
• Extrusion, injection molding
Area
• Production 9,000 m²
• Storage 3,000 m²
Personnel (direct & indirect)
• Total 971
• Production 771
Awards and Certifications
• OHSAS 18001
• ISO/TS 16949
• ISO 9001,14001
Products:CVSFTSOTSTOCUTSCWSTVSUFSQuick connectors
UTS
28/9/2017
© NORMA GROUP SE. All rights reserved.
8
NEW PROCESSES:
Extrusion Multilayer
UREA HT Assembly
Extrusion Injection Molding
Steam Thermoforming
QC ProductionOven Thermoforming
UREA AssemblyFlex Assembly
28th of July 2017- Ruben Chaidez- Lean Plant Layout Bootcamp NORMA Serbia
Production processes
© NORMA GROUP SE. All rights reserved.
Plant layout
NORMA GROUP • 2011-07
Leadership
GrowthLean
NORMA Production System, NPS
Develop our Leaders,
Teams and Associates
Improve QSIDCP
forever
Accelerate our
Organic Growth
Mor
e G
emba
Less Muda
Definition:
Without Leadership kaizen
will not sustain
Trust the
kaizen process
Observe the Real thing
Get the Real facts
“Daily Management Is About
Making not Reporting The News” Learn and Adjust,
be competitive
Define process, Reduce waste and Drive results
NORMA GROUP • 2011-07
NORMA Production SystemWith NPS fundamentals :
Generate
ECR
Group
Analyzes
ECR
Valid
ECR?
Assign
Drafting
Resource
Generate
Changes
Approved?
Bring ECO
to Meeting
Implement
ECO
Problem
Corrected
Problem Is
Noticed
No
Yes
Yes
Customer
Cross Functional
ECO/ECR Meeting
Manufacturing
Engineering
Drafting
ECO Coordinator
No
3/14/2002
ICoils
5 days
I4600 L
2400 R
I1100 L
600 R OCT = 62 sec
D/R = 62 sec
C/O = 0
REJ = 6%
U/T =100%
2 Shifts
27, 600 sec. Avail.
OCT = 40 sec
D/R = 40 sec
C/O = 0
REJ = 7%
U/T = 100%
2 Shifts
27,600 sec. Avail.
Shipping
Staging
III1600 L
850 R
1200 L
640 R
2700 L
1440 R
Ferrous
Metals Co.
500 ft coils
Tues &
Thurs
Machine
1
OCT= 39 sec
D/R = 39 sec
C/O = 10 min
REJ = 4%
U/T= 100%
2 Shifts
27, 600 sec Avail.
OCT= 1 second
D/R = 1 second
C/O = 1 hour
REJ = 3%
U/T = 85%
27,600 sec. avail.
EPE = 2 weeks
Stamp
200 t
Weld
1
OCT = 46 sec
D/R = 46 sec
C/O = 10 min
REJ = 5%
U/T = 80%
2 Shifts
27,600 sec. Avail.
1x
daily
Sub-Assembly
1
Assembly
1
MRP
18,400 pcs/mo
-12,000 “L”
-6,400 “R”
Tray = 20 pcs
2 Shifts
Highland
Manufacturing
Sheet Metal
Housings
Current State
(Date)
Daily Ship
Schedule
Weekly Schedule TT = 60 sec.
Manchester
Avenue
6-week
Forecast
Weekly
fax
Production
ControlMRP
90/60/30 day
Forecasts
Daily
Order
5 days 7.6 days 1.8 days 2.7 days 2 days 4.5 days
1 sec. 39 sec. 46 sec. 62 sec. 40 sec.
Lead Time=
23.6 days
Process Time=
188 sec
• Voice of the Customer
(VOC)
• Transactional Process Improvement
(TPI)
• 5S
• Standard Work/Flow • Daily Management/
Visual Management
• Value Stream Mapping • KANBAN • SMED
• Kaizen Event
Basics
• Problem
Solving Process
• Policy
Deployment
NORMA GROUP • 2011-07
NPS overview
GROWTHGrowthLEANLean LEADERSHIPLeadership
Leadership
Development
Business
ProcessDevelop DeliverDream
Associate
DevelopmentReliability Operations
Value Analysis/Value Engineering
Transactional Process
Improvement
Standard Work
KANBAN
Set-up Reduction/SMED
5S & Visual Management
Value Steam Mapping
Daily Management
Problem SolvingProcess
Policy DeploymentNPS
Immersion
Kaizen EventBasics
Introduction toNPS
Training & Facilitation (TFTI)
Presidents KAIZEN
NPS ToolCertification (MBB)
What’s unique about NPS tools / processes?
> Integrated and improved over time
> Smart usage. . .pick for highest impact
> Velocity of implementation
> Commitment to use. . .everybody’s job
> Shared across NORMA sites
> Improvement through training / training through improvement
Transactional
Voice of the Customer
Project Management
NORMA ReliabilitySystem
MeasurementSystem Analysis
Total ProductiveManufacturing
Lean Logistic KAMISHIBAI
NPS Leadership
Lean Assessment
DIVE
KAIZEN boardPoka Yoke
D-FMEAP-FMEA
QSBScrap marketplace
DF-XAssembly/Manufacturing
MSA
Gauge R&R
Insight Discovery
Lean Plant layoutand factory standards
NORMA GROUP • 2011-07© NORMA GROUP SE. All rights reserved.
• Systems and Processes are the essential building blocks of our company !
• Every facet of our business – at GEMBA, in the warehouse or in the office – is part of
our system that can be managed or improved by applying correct principles/tools !
• Our business system is designed to connect all of our organization`s intricate parts and
interrelated steps to work together for the achievment of the NORMA strategy and vision
2025 !
• Creating effective business systems often unifies the problem solving and decision
making of the organization. Many common tools and methodologies are universally
taught and expected to be utilized by all levels. The business system also encompasses
how we lead our people and connect them to the operational strategy/vision.
“When we apply defined principles and practices
to the systems and processes that deliver value
to our customers, we're creating a business
system"
28/9/2017
NBS overview
NORMA GROUP • 2011-07© NORMA GROUP SE. All rights reserved.
6. NORMA Business System tool box
GROWTHGrowthLEANLean LEADERSHIPLeadership
Leadership
Development
Business
ProcessDevelop DeliverDream
Associate
DevelopmentReliability Operations
Value Analysis/Value Engineering
Transactional Process
Improvement
Standard Workdirect+indirect
KANBAN
Set-up Reduction/SMED
5S
Value Stream Mapping
Daily VisualManagement
Problem SolvingProcess
Policy DeploymentNBS
Immersion
Kaizen EventBasics
IntroductionNBS
Training & Facilitation (TFTI)
Presidents KAIZEN
Certification (SME)
Transactional
Voice of the Customer
Lean Development
Project Management
NORMA ReliabilitySystem
MeasurementSystem Analysis
Total ProductiveManufacturing
Lean Logistic
KAMISHIBAI
NBS Leadership
Lean Assessment
DIVEexternal+internal
KAIZEN board
Poka Yoke
D-FMEAP-FMEA
ScrapMarket place
DF-XAssembly/Manufacturing
Gauge R&R
Insight Discovery
Lean layout
BreakthroughOpen Innovation
ProductLCM
Value Selling
Pricing
Customer Segmentation
Sales Forceinitiative
Intellectual Property Process
Supplier QualityDevelopment
ProgrammPurchasing Process
Commodity Management
Heijunka
AcquisitionIntegration
Strategic Planning
Budgeting
DevelopingTalent
Advanced Talent Assessment
Leadership Style
Mentoring
Bubble assignment
Recruiting & Selection
Change Management
Employee branding
Core values
Feedback culture
Compliance
GE cost savings
Factory standards
Board
Operations
HR
Business Development
Finance
Ownership NBS tool boxes
Energy conservation
Timing :August 2017 :Owners nominate NBS tool boxesSeptember 2017 :Owners define the roll out plan NBS tool boxes for 2018 - 2020October 2017 :Presentation “NBS road map 2018 – 2020” to board and approval November 2018 :Owner start to define and describe all NBS tool boxes for 2018 January 2018 :Start to roll out NBS system
NPEX
NORMAStore
Lean Admin
KornFerry
28/9/2017
SuggestionProgram
AccountsReceivable
Best Practices
AccountsPayable
Best Practices
NORMA GROUP • 2011-07
SME certification
SME definition
A Subject Matter Expert is defined as someone who has shown
skills and proficiency in training and facilitating others in a specific
lean, growth or leadership tool and has completed the steps for
certification.
Subject Matter Experts will be able to train many others in the
understanding and application of NPS Tools.
NORMA GROUP • 2011-07
SME certification
NPS Lean tool SME certification process
Step 1: Attend lean tool Event
Step 2: Leads event
Step 3: Leads Reviews for 3 Months
Step 4: Becomes certified as a trainer and facilitator
Step 5: Leads event at Another Site
Step 6: Leads Reviews for 3 Months
NORMA GROUP • 2011-07
TFTI – Training and Facilitation techniques
NORMA GROUP • 2011-07
Kaizen board
Picture
NORMA GROUP • 2011-07
Kaizen board Norma Serbia
Picture
NORMA GROUP • 2011-07
Concepts of lean production
JIT Production
7 waste types, KAIZEN and lead time reduction
The Kaizens follow the five-day standard sequence (i.e. Prep(Kaizen Charter),
Training, Current State, Future State Implementation, and Report Out).
ConceptCash
Marketing R&D
Product Design Production
Preparation Purchasing Manufacturing Distribution Service
Development Production Business
Systems
Traditional
24 – 48 monthsLead Time @ NORMA ?
NORMA GROUP • 2011-07
Concepts of lean production
JIT Production
7 waste types, KAIZEN and lead time reduction
Marketing R&D
Product Design Production
Preparation Purch. Manuf. Distribution Service
Mkt. R&DProduct
Design
Production
Preparation Purch. Manuf. ServiceDist. 6 months
48 months
Marketing R&D
Product Design Production
Preparation Purchasing Manufacturing Distribution Service
After KaizenConcept
Cash
Speed is essential
for success
Waste reduction
Waste reduction
NORMA GROUP • 2011-07
Software for Time analysis – Method, SMED, Line Balance
Nr.of operators 6
Cycle time 155
Available time 26100
OEE 0.85
Norm target 143
Current 123
NORMA GROUP • 2011-07
TPI – Transactional process improvement
Current state
In the current state we identified above mentioned waste in the process steps prior to the PTR, which caused repetition of PTR‘s and long lead times.
• Quality defects in information caused missing components, capacity issues, failure of tool validation runs, success and acceptance rate failures.
• Root cause analysis for tool validation failures showed that inadequate or missing tool specification and tool acceptance protocols and lack of tool
claiming process contribute to the tool validation failure and PTR failure.
• Overprocessing and waiting affected both PT and LT
Waste detected:
• Inventory
• Waiting
• Quality defect
• Motion
• Overprocessing
NORMA GROUP • 2011-07
TPI
Future state
By reducing and /or eliminating Quality defect, Waiting, Over processing the team managed to design and define a process where:
• Success and acceptance criteria are agreed on by all stakeholders prior to PTR
• Material , Production, Capacity planning are triggered by demand in ERP
• Tool specification, Tool acceptance protocols and Tool claim registers increase control of tool validation process and efficiency
• Operators and Trainers in Production are introduced to/ trained for the new product during tool validation and PTR
Metrics
Pre
Kaizen
Post
Kaizen
Improve
ment
Success
rate 67% > 90% 25%
Lead time 81 d 62.1 d 23.40%
Process
time 54.6 h 40.8 h 25.30%