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SPR

Management book

47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page C1

Editorial

The objective of the Renault Production System (SPR) is to ensure that Renault can benefit from the

most high-performance production system worldwide.

Since 2000, a wide range of projects focusing on standardization, progress, self-maintenance and

quality control have been deployed at the plants, often at a high labour cost. The SPR is now a daily

reality for all those involved in the Renault manufacturing function. In many instances, we can now

see the positive impact of each SPR procedure on the quality of our products, our delivery times, the

performance of our facilities and manufacturing times.

However now that Renault is conquering new markets and extending its industrial scope right

across the world, the SPR « system » will have to operate to its full potential and become a true

philosophy of management. All the component strategies in the Renault Production System are

inter-linked thus creating a powerful synergy that should bring us ever closer to the ultimate of

target « daily excellence » by:

• ensuring that we provide the level of quality required by our internal and external customers,

• reducing overall costs,

• manufacturing the required products at the required moment,

• promoting accountability and mutual respect.

Just as the EWT managers have been issued a EWT Book, we have decided to provide all workshop

managers and plant managers with an SPR Management Book. This is a reference document which,

in addition to presenting the target results of each SPR strategy, also indicates the manner in which

they interact, i.e. the very driving force of the system. It should give you the means to coordinate the

rational implementation of the system in all spheres of activity, to continually improve our Work

Stations and processes and promote our current and future performance.

Michel GornetDirector of Manufacturing

December 2004

47 414 Renault SPR Ang(V1) 27/06/05 10:03 Page 1

Contents

SPR for optimum performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Standardization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Progress through standardization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Key standardization players . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

The Standardization « dimension » . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Kaizen: continuous improvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Progress through Kaizen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Different types of Kaizen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Key operatives in the Kaizen strategy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

The « System » dimension of Kaizen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Quality Control: QC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Progress through Quality Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Daily quality management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Quality management tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

Self-alignment and surveillance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

Quality control operatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

QC « System » dimension . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Facilities management: TPM (Total Productive Maintenance) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

Progress through TPM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

Implementing TPM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

TPM operatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

TPM « System » dimension . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

Flow management: Just-in-Time (JIT) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

Progress through JIT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

Kaizen JIT project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

The JIT operatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

The JIT « System » dimension . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

Deployment of objectives and action plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

Directing progress dynamics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

PDCA management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

Operatives in the deployment of objectives and action plan procedure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42

Deployment of objectives and action plans system dimension . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42

From a « system » strategy to « daily excellence » . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44

Annex . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46Annex I: the Roadmaps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

Annex II: the EWT book . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48


As regards the manufacturing function, their primary role is to guarantee manufacture in terms of quality, cost and

delivery time on the one hand, and then to continuously improve the manufacturing quality, cost and delivery time

on the other. To achieve these two closely connected missions, continuous improvements to the Work Station are

necessary, an objective ensured by the implementation of the SPR system, which pushes the Work Station to its full

potential by application of the following principles:

• place the operator and EWT manager at the centre of all progress measures;

• standardize until the optimum level is attained;

• ensure continuous improvement by eliminating the causes of non-performance;

• manage knowledge transfer to ensure progress over the long term.

SPR for optimum performance

4

Suppliers

Product/process

ManufacturingFlow Work Station

The objective of the Renault Production System (SPR) is

to ensure that Renault can benefit from the most

high-performance production system worldwide. To this

end, the SPR focuses on two fundamental principles:

coordinated quality control and lean production. Four

strategic targets have been set in order to achieve

maximum customer satisfaction:

• ensure that the level of quality expected by both inter-

nal and external customers is achieved,

• reduce overall production costs,

• manufacture the required products at the required

moment,

• promote a sense of personal accountability and

mutual respect.

The efficiency of our industrial model - although

expressed in terms of quality, cost, delivery time and

> The Renault Production System, optimum performance

personnel management - is measured first and foremost

at the Work Station. For example, the reliability of the

components delivered, the line procurement method, the

Work Station design and the product manufactured, all of

these factors together determine the level of performance

of the operator at the Work Station. With the Work Station

as the primary focus of industrial performance, the

SPR system ensures that all operatives from the four main

functions involved in the manufacture of a product abide

by same set of principles, operating rules, procedures,

tools and standards. These 4 functions are:

> product-process design,

> suppliers of parts, materials, components and

equipment,

> part delivery and vehicle shipment logistics,

> manufacturing.


- Ensure a robust product/process and its evolutions- Strictly comply with the standard operation - Design and maintain production line

- Guarantee the daily production- Guarantee the quality and quantity of daily supplies- Strictly comply with scheduled sequence of production

- Perform surveillance plan - Resolve quality problems and carry out corrections - Do not accept any defects

- Design a product-process to minimize manufacturing time - Maximize the line balancing performance- Optimize start-ups

- Allocate materials to match orders - Respect and optimize the materials specifications

- Minimize the total cost of equipment- Make good use of equipment

- Develop a flexible industrial system- Reduce lead time - Ensure consistent mix and volume

- Reduce the size of manufacturing batches- Minimize work in progress and stock levels between processes

- Deploy and apply objectives and action plans- Mobilize and recognize the efforts of each employee- Guarantee safety and improve ergonomics

- Mobilize everyone on common performance objectives - Create win-win relationships with suppliers

- Train and develop personnel- Organize staff versatility- Ensure logical career progression

- Ensure on going reduction of environmental impact- Engage with local community

Objective Targets Principles Guidelines

Deliver 100% the quality required

by internal and external customers

- Quality driven- Lean Production

Design and manufacturezero defect product

Do not accept or fowarddefective products

Maximize performanceof workfoce

Minimize costsof materials

Maximize equipment economical efficiency

Increase our reactivityto customer demand

Minimize stock levels

Involved all staff

Work in partnership

Develop skills

Keep toproduction schedule

Reduce total cost

Manufacture the productsrequired in the

moment required

Empower peopleand respect them

Protect the environment

5

SPR Management book


6

SPR for optimum performance

• facilities management is based on Total Productive

Maintenance (TPM) and on other tools such as the

MBR (Major Breakdown Report), QC Story and the

competency grid;

• flow management is based on the just-in-time

method;

• progress management is based on the deployment

of objectives and action plans from senior

management down to the EWT.

Each SPR target is governed by its own inherent set of

principles and rules. These procedures and rules are

indicated in the « SPR arrow diagram ». They can be

grouped into five families:

• workshop management is based on Work Station

Standardization (WSS), Basic Skill Training and on

the Kaizen method;

• quality control is based on daily quality

coordination, response time and a set of non-quality

analysis and locking tools such as QC Story, the QA

matrix or Poka-Yoke;

> Implementation of the Renault Production System

JIT

QC TPM

Daily excellence

Deploymentof objectivesand action

plans

PA D

C

KaizenBasic Skill Training

Work StationStandardization (WSS)


• that the ultimate objective is « daily excellence ».

The diagram does not however adequately explain the

« system effect ». « The whole is always more than the

sum of its parts » . The efficiency of the SPR system

and of its component strategies depends on its

capacity to create a « system effect », i.e. its capacity

to combine several progress procedures or tools. Each

manager is responsible for implementing the SPR

system within his own sphere of activity. To coordinate

the SPR within a given sector, it is necessary to

implement each of the procedures (its principles,

objectives, the results to be attained), however the

« System » dimension should also be properly

understood, i.e. all the associated synergies.

However, even if an SPR strategy is considered the

best way to improve a specific Quality Cost Delay

Human Ressource Environment (QCDHRE) indicator

and even though each indicator can be processed

separately, together they constitute a coherent whole:

this is the key to the SPR system.

The SPR arrow diagram states:

• that it is necessary to run several progress strategies

simultaneously (JIT, TPM, Standardization, Kaizen…);

• that the process has to be implemented (for

example, standardization must be effective before

Kaizen can be effective);

• the direction to be followed by all, the deployment

of objectives;

The SPR management book has been specially drafted

for plant workshop managers, the support functions

and plant managers. Just as the EWT managers use

the EWT book to charter progress in the short term,

the SPR Management Book is the reference guide for

workshop managers and department managers when

drafting the Renault Production System

implementation plan for their respective sectors.

The SPR Management Book provides a concrete

explanation of each SPR strategy:

The « Tools » dimension: defines the strategy, its

utility, principles and technical content.

The « Management » dimension: defines the role of

line management and of support functions in the daily

implementation of the strategy.

The « System » dimension: defines the interactions of

the procedure with other procedures, which prompts

sequence of deployment over time, in order to

maximise the QCDHRE savings.

7

> SPR Management Book: efficient coordination

EWT Manager

Board SPR Management book

EWT book


The purpose of standardization

Standardization is the keystone of the SPR system,

the basis for effective Standardize Do Check Act

(SDCA) management. Without standards there can

be no progress and no efficient knowledge

management. Standardization applies to all

repetitive manufacturing activities, to all

installation stations, recurring operations (e.g. tool

loading in highly automated sectors), and to all

quality control and logistical and environmental

management activities.

Standardization means indicating the best way to

accomplish a given task « at a given moment ». The

standard is the Standard Operation Sheet (SOS)

drawn up by the EWT manager. It is based on

dialogue between the operator (or all operators

running the station) and the unit manager, and is

drawn up by the EWT manager according to a set of

engineering recommendations drafted in the form

of a Process Operation Sheet (POS). The SOS

describes not only the procedure to be followed,

but also the key requirements that guarantee the

quality of the operation concerned. Once validated,

the standard must be rigorously observed by all

operators at the station. The SOS is also a

reference work to be used when training personnel

newly appointed to the Work Station.

Rigorous compliance with the standard ensures:

• the safety of the operator;

• the highest level of quality, from the first task

onwards, meaning no additional quality control

or rework is required and that dispersions

between the shifts are minimized: the same SOS

is used by all shifts at a given station;

• a simple, ergonomic and economic procedure;

• that the delivery time is observed, i.e. the

delivery of the part or assembly to the next

process at the right moment.

Training on the Work Station isrequired for Standardization

The purpose of the standard is to describe the

procedure to be followed at the Work Station. It

serves as the training support for the EWT

manager when teaching the applicable procedure

to new operators at the station. For these

purposes, the training course has been structured

into three stages:

1 - Basic Skill Training: for learning the basic

gestures of the technique.

2 - Training on a model or replicate stations: in

particular during production start up when many

operators have to be trained, training can be

conducted on off-line stations upstream.

3 - Training on the station: this training session,

ensured by the EWT manager with the assistance

of the senior operator or U operator, consists in

teaching the content of the SOS in three steps.

• Step 1 (« I do »)

the EWT manager shows the operator how to

execute the operation according to the SOS. He

explains the various steps of the procedure and

the key requirements to be met.

• Step 2 (« We do together »)

the operator executes the operation with the help

of the EWT manager; he indicates the main steps

and knows the key requirements.

Standardization

8

> Progress through standardization


Standardization and Quality Control

The standard has a direct impact on quality

control: firstly, compliance with the standard

reduces manufacturing dispersions by virtue of the

fact that all operators follow the same procedure

at the same station, i.e. the procedure defined as

the most appropriate at the moment concerned.

Because the standard is the first guarantee of

quality check, always, on a daily basis, that

standardization conditions are listed on the

indicator panel and are effectively observed.

Furthermore, whenever an incident associated with

an internal procedure is identified (manual

installation, welding, painting, etc.), the exact

conditions and parameters prevailing at the

moment the incident occurred should be

determined. If the same standard is not observed

by all parties, it becomes difficult to ensure quality

analysis; nor is it possible to make a rational

comparison with a known reference in order to

identify the root causes of the fault.

The standard therefore ensures both the quality of

the procedure and the identification of high-risk

issues. The standard indicates the key

requirements to be met to ensure the quality of the

operation. If an assembly defect is detected on a

part, the EWT manager checks whether the

standard has been observed and whether the

defect is subject to a key requirement:

> if the SOS stipulates a key requirement, three

causes may explain the origin of the defect:

1 - the key requirement has not been understood

by the operator,

2 - the operator has not complied with the key

requirement,

3 - the key requirement is not sufficiently robust.

• Step 3 (« You do »)

the operator performs the procedure by himself

within the allocated task time.

At each station, the level of operator knowledge is

described by the ILU levels:

I - The operator knows how to perform the

designated task within the allocated time

although he may need help should a difficulty

arise.

L - The operator can execute the task

independently.

U - The operator is capable of assisting and

training other operators on the station, under

the responsibility of the EWT manager.

These levels I, L and U are to be re-evaluated

whenever a significant change is made to the

station or its environment: re-commissioning, new

product, new line balancing, etc.

Managing operator versatility (multi-skilling) is one

of the key activities of the EWT manager:

• a skills deficiency will mean the system is

vulnerable to problems such as absenteeism; on

the other hand too much versatility can be

difficult to attain and even more difficult to

maintain. The right balance is targeted as

follows:

- 1 operator – 3 stations: each operator is capable of

running 3 stations, for example 2 stations at level

L and 1 station at level U,

- 3 operators – 1 station: each station can be run by

3 operators, e.g. 2 operators at level L and 1operator at level U,

• furthermore and depending on how the EWT is

organized, certain operators - for example the

senior operators - should be capable of running a

higher number of stations within the EWT or

module.

9

SPR Management book


In all cases, the EWT manager must promptly

rectify the problem either by modifying the

standard and/or by teaching its contents.

> if the SOS does not stipulate a key requirement,

the EWT manager should include the new

requirement in the standard and then train the

operators accordingly. Next, once the required

level of quality has been achieved for the

customer, a project to define a counter-measure

may be implemented. This will involve a

modification to the procedure or implementation

of a more robust product-process.

Standardization and improvement

Although standardization is the base of the procedure,

it is never necessarily complete.

On the one hand, a standard must evolve, for example

to remain in line with upgrades to the Work Station

(re-organization, new appointments). On the other

hand, the standard will change based on quality

incidents not accounted for in the initial procedure.

Such improvements to the standard may in turn prompt

a modification to the process operation sheet or to the

product and technical standards (cf. diagram below)

through engineering projects and knowledge transfer.

10

P/S

Techstd

C

A D

P/S

POS

C

A D

P/S

SOS

C

A D

Advanced project engineering Plant / Project engineering Workshop management

Recommendation

Knowledge management

> Key standardization players

Standardization

Role of the EWT manager

The EWT manager is the main standardization

operative. By reference the Process Operation

Sheets (POS), his role is to:

• define, in conjunction with the operators and

EWT managers of the other shifts, the best

procedure to be applied at a given moment;

• draw up the « Standard Operation Sheets» (SOS)

for the various stations in his EWT;

• apply the SOS for each of the stations in his unit;

• initiate the training process for the Work Station

operators before handing over to the level U

operators;

Standardization at the Work Station: a robust base for future knowledge transfer


Role of the departmentmanager and plantmanagement

For standardization, the main role of plant

management is to:

• ensure that the right conditions for the continued

implementation of the standard are in place

(recruitment times including training time…);

• check compliance with standardization principles

(training of operators ensured by EWT

manager…);

• ensure that resources necessary for compliance

with standards are in place and operate on a

daily basis;

• organize project standardization by ensuring

knowledge transfer from current practices.

• ensure that the operators continuously observe

the applicable standard by regularly checking the

stations (EWT and by day);

• improve the standard, in particular by means of

« Kaizen » (cf. chapter 2);

• implement the high-priority actions defined with

the workshop manager in order to advance with

the Standardization strategy in the EWT Book.

Role of the workshop manager

For standardization, the main role of the workshop

manager is to:

• organize the deployment of the standards, in

particular within a project context;

• validate the standards;

• ensure that the Work Station monitoring system

is robust;

• check the Work Station regularly (once a week

and by workshop manager);

• identify the high-priority actions in order to

coordinate the advance of the EWTs along the

standardization strategy in the EWT Book, and

assist them in implementing these actions.

11


12

Standardization

Standardization is the keystone of the SPR system

and is therefore the first measure to be applied, in

conjunction with the 5S method and Basic Skill

Training. Rigorous standardization is the base for

the quality and ergonomics of other improvement

processes, whether JIT, Kaizen or TPM.

1. Basic Skill Standardization

Basic Skill Training ensures that the operators

execute the right gesture. Along with the 5S

method, Basic Skill Training ensures that the

operator is capable of implementing the standard

in compliance with the QCDHRE constraints.

2. Standardization and Kaizen

The standard defines the best method to conduct

an operation « at a given moment ». The procedure

can always be improved, in particular during the

Kaizen 2-day and Kaizen 2-hour projects. In this

case, the SOS concerned and the training

programme for the operators are updated as part

of the Kaizen procedure.

3. Standardization and Quality Management

Compliance with the SOS guarantees the quality of

the manufacturing operation. The dynamics of

continued improvement to the standard depend to

a large extent on the overall problem resolution

procedure conducted during the daily quality

operations. In other words, the resolution of a

problem may prompt a modification to the SOS.

4. Standardization and Just-in-Time

Compliance with the standard within the time

alloted ensures compliance with the associated

delivery times i.e. delivery of the part to the next

process or completion of all required tasks at the

designated time. Furthermore, the JIT projects,

which focus on process flow times and on the

restructuring of manufacturing lines and Work

Stations, often lead to modifications to the Work

Station, which in turn leads to a modification to

the corresponding SOS sheet.

> The Standardization « dimension »


13

JIT

QC TPM

Daily excellence

Deploymentof objectives

and actionplans

PA D

C

3. Quality control

Compliance with the SOS guarantees the quality of the production operation

4. Just-in-Time

Compliance with the SOS enures that manufacturing times are met

2. Kaizen

Once the SOS has been drafted, it should be improved by the Kaizen 2 Hour et 2 Day projects

1. Basic Skill TrainingBasic Skill Training reinforces control of the standard




Kaizen or Breakpoint:

There are two paths to progress:

> Breakpoint progress: a significant change:

expenditure on new lines, technological

innovations, organizational change. There are

significant progress results if successfully

implemented and if the cost-benefit ratio is

effectively determined. Usually initiated when

new production lines are commissioned, and

usually coordinated by the engineering function

rather than the manufacturing function.

> Kaizen (or continuous improvement): consists in

constantly making improvements in « small

increments », without necessarily incurring

In the SPR context, « Kaizen » means continuous improving the performance of the Work Station. The

standard defines the best way to perform an operation « at a given moment » and should therefore be

regularly updated in terms of Quality, Cost, Delivery, Safety, Ergonomy and Environment.

heavy expenditure. Coordinated by the

manufacturing function with the assistance of

support functions, Kaizen is based on close

observation of the shop floor in order to find

concrete improvements that can be implemented

in the short term.

The two modes of progress are not incompatible;

they are, in fact, perfectly complementary provided

effective knowledge management is ensured, i.e.

improvements made by the manufacturing

departments and the level of performance

obtained are taken into account by the engineering

departments when designing new industrial

facilities.

Kaizen: continuous improvement

14

> Progress through Kaizen

Breakpoint progress Additional gains by combining breakpoint and kaizen

Kaizen

Progress

Breakpoint

Time

Progress

Time

Breakpoint


« Kaizen and improvements toergonomy and safety »Work station ergonomy is essential for productivity

and quality control. Another objective of the « Kaizen »

strategy, therefore, is to improve ergonomy by

eliminating bad postures, tiresome efforts and safety-

critical risks (falls, hits, cuts, splashes, burns, noise,

etc.). Whatever the case, even if the objective of the

Kaizen project is to increase productivity, satisfactory

work conditions should never be undermined. At the

end of a given project, all modified stations are

evaluated and rated to ensure the improvements are

effectively implemented. The minimum requirement is

that the satisfactory working conditions at the Work

Station remain intact.

« Kaizen and Productivity »

Whereas standardization places the focus on quality,

« Kaizen » places the focus (though not exclusively)

on productivity.

By group analysis of Work Stations, the « Kaizen »

method searches for ways of eliminating waste, i.e.

time-consuming operations without any added value,

e.g. waiting time, unnecessary gestures and

movements. Adjustments to the Work Station

subsequent to a Kaizen project should generally result

in a significant improvement to several QCDHRE

performance indicators.

15

SPR Management book

> Different types of Kaizen

Kaizen is always applied according to a well-defined

set of rules. The Kaizen projects, defined by the plant

department and passed onto the workshops, are

selected and programmed according to an annual

schedule in order to improve productivity and/or

working conditions at the stations. Work stations

requiring a Kaizen project are then selected according

to the results expected within a general progress plan.

There are several types of Kaizen depending on the

type of station to be improved. However, all Kaizen

projects are conducted according to the following

routine:

• assess the current situation, through actual

observation of the station and standards;

• determine the progress objective to be attained;

• determine the actions conducive to achieving the

objective;

• implement all actions identified, if necessary with

the assistance of the support functions.

A successful project requires group work and full

transparency, i.e. all project operatives should be

informed beforehand on the target objectives to be

attained.


The 2-day Kaizen and associated Kaizens

The two day Kaizen (K2D) is a method for improving

worsktations that perform repetitive operations. This

means improvements are implemented within a well-

defined perimeter (more than one station) and within a

well-defined period of two days.

A K2D project is conducted in a group context. It is

coordinated by the EWT manager and should involve

all the EWT operators and support functions concerned

(maintenance, engineering, logistics, quality…). The

objective is to meet the improvement objectives set

out at the beginning of the project.

Concerning the proposals identified for a K2D project,

the EWT manager should always prioritize those

proposals that can be implemented during the two day

cycle. Certain actions identified may require the

expertise of the engineering or logistical functions…

however responsibility for their implementation lies

with the EWT manager, who must ensure that the

objectives set in the K2D projects are effectively

attained.

Although the focus of the K2D projects is on manual

Work Stations, they can be extended to cater for the

specific imperatives of other activities and processes.

For example:

• the automated line Kaizen is applied to improve

automated Work Stations in sectors such as

machining and bodywork lines. Its scope may be

extended (e.g. all stations on one machining line),

however the same K2D principles will always be

adopted,

• the logistics Kaizen is applied to improve transport

operations (loading, unloading...),

• finally, there exists an overall plant flow improvement

procedure specifically aimed at reducing throughput

time. This is the « Kaizen Just-in-Time » described in

chapter 5.

« Two-Hour Kaizen »

The 2-hour Kaizen (K2H) follows the same pattern as

the 2-day Kaizen, however it is implemented over a

period of two hours and is confined to one station

only. A K2H is organized on the initiative of the EWT

manager, who implements the process along with the

senior operator and the operators in charge of the

station concerned. The project is usually limited to

optimizing performance of the station (layout and

sequence of operations). In the specific case of an

assembly line, following the completion of several

« Kaizen 2 Hour », the line is re-commissioned in order

to consolidate the productivity improvements.

16


method adapted to process activity to be analyzedtime

KAIZEN 2 Hour

KAIZEN 2 Day

KAIZEN Logistics

KAIZEN Automated lines

immediate Cyclic operations

All operationsin an automated sector

Delivery flow

Cyclic operationsshort term



For the Kaizen strategy, the main role of the EWT

manager is to:

• coordinate the K2D projects programmed in the

annual schedule;

• ensure that the EWT operatives are fully involved in

the procedure;

• implement the procedure in accordance with the

standard process;

• achieve the objectives set for each project;

• regularly implement Kaizen 2-hour projects;

• implement the high-priority actions defined with the

workshop manager to make progress according to

the strategies of delivery time control, cost

reduction and working conditions in the EWT book.


For the Kaizen strategy, the main role of the workshop

manager is to:

• define the annual deployment of the Kaizen 2-day

projects according to the productivity objectives and

workshop working conditions;

• determine and indicate the objectives of the Kaizen

2-day project, check that identified improvements

are effectively implemented (in particular those to

be implemented outside the strict project deadline),

then measure the confirm the real savings;

• ensure that the necessary resources are available

for all scheduled projects;

• record the actions and ensure improvement found

are applied across the workshop;

• identify high-priority actions for developing the

skills of the EWT with respect to flow and time

control, cost reduction and working conditions in the

EWT book, then assist the EWTs in implementing

these actions.

Role of the support functions

For the Kaizen strategy, the quality, engineering,

maintenance and logistics functions join forces to

facilitate technical analysis and determine progress

actions accordingly. For example, the logistics

function plays a key role in the Kaizen Logistics

function. Participation of maintenance staff is

essential during the Kaizen Automated Line projects.

In addition, associated inputs contributes to

knowledge management of the measures

implemented after a Kaizen project.

Role of the department managerand of plant management

For the Kaizen project, the main role of plant

management is to ensure that:

• the Kaizen project programme has been defined and

that the performance objectives indicated in the

plant progress plan are achieved;

• the conditions necessary to implement the « Kaizen

» project are in place;

• the personnel are effectively involved in the

« Kaizen » project, in particular the operators and

support functions;

• the philosophy of improvement is developing at all

levels.

17

> Key operatives in the Kaizen strategy


Kaizen cannot be effectively implemented as a

continuous Work Station improvement strategy unless

the perimeter to which it applies has been

standardized beforehand. Although the primary

objective of the Kaizen strategy is to improve the

productivity and ergonomy of one station or set of

stations, it does have the indirect result of improving

production flow and production quality.

1. Kaizen and standardization

The Kaizen project will have the effect of modifying

the Work Station concerned (layout, sequence of

operations…), and as a result both the standard

operation sheets and Work Station evaluations will

have to be updated. This closing stage between

improvement and standardization is essential to

ensure there is no return to the previous situation and

that a training support is available for the operators.

2. Kaizen and Just-in-Time

An improvement to a Work Station during a Kaizen

project will make allowance for upstream and

downstream part flow and for the manner in which

deliveries to the station are organized. The result is

that a Kaizen project will often contribute to improving

the process flow times, either directly by eliminating

unnecessary operations, or indirectly by improving the

quality of the part produced and hence any

subsequent flow deviations. Conversely, in the context

of a JIT Kaizen (cf. chapter 5), analysis of the flow in

the plant may prompt a decision to implement a

Kaizen 2-day or 2 Hour project on a station where a

potential for significant process flow times savings

have been identified.

3. Kaizen and TPM

A Kaizen project conducted on an set of Work

Stations, in particular on automated lines, should

result in

the elimination of any prevailing malfunctions. This

will have a positive impact on the operational

efficiency of the line concerned. On the other hand, a

TPM project, and in particular continued analysis of

the causes of non-operational efficiency may reveal

the existence of a downgraded machine and prompt

the implementation of a Kaizen project.

18

> The « System » dimension of Kaizen



19

JIT

QC TPM

Daily excellence


and actionplans

PA D

C

2. Just-in-Time

Improvements to a workstation optimize part flow and thereby reduce process flow times

3. TPM

The « Automated line » Kaizen contributes to improving operational productivity

1. Standardization

A Kaizen project should only be conducted on a standardized station. At the end of the project, the SOS associated with the station should be updated




To achieve 100% customer quality, the manufacturing

function must ensure that the production system is in

full conformity with the product specifications and

process specifications defined by the engineering

department. This objective is primarily achieved by

standardizing all manufacturing operations and by

« getting it right the first time ». The standardization

process is reinforced by a surveillance standard.

Standardization is therefore the keystone of good

quality management insofar as it indicates the correct

method to be adopted and the applicable monitoring

rules: good quality management means monitoring

quality on a daily basis and effectively processing any

incidents detected in a responsive, reliable and

definitive manner.

Manufacturing QC requires daily management at all

hierarchy levels (QRQC: Quick Response Quality

Control, called Quality + at the body assembly plant and

daily quality management at the powertrain plant), and

the utilization of tools that structure the analysis of

quality risks (ex: QA matrix), the resolution of incidents

detected (ex: QC Story) and the implementation of the

necessary locks (ex: Poka-Yoke). All quality assurance

measures in place are indicated in the surveillance

plan.

Quality Control: QC

20

> Progress through Quality Control

QRQC (Quick Response QualityControl)

The dynamics of quality improvement in the plant are

maintained at each hierarchy level (plant management,

Workshop Department and EWT) through daily quality

meetings lasting around 30 minutes (5 min at EWT),

which are coordinated by the manufacturing

department. These meetings are held to analyze

incidents and the quality monitoring results at the various

control points AVES, Straight Through Ratio (STR),

rejects, TNC, clinic drive, faults identified by

inspections by different sectors…).

This is a group analysis procedure with an input from

the various plant sectors (Manufacturing, Quality,

Logistics, Maintenance, Engineering…) and is based

on the QC Story problem resolution tool (cf. below).

A typical meeting agenda is as follows:

• presentation of faults and quality results of previous day;

• choice of problem to be resolved (in general for the

following day);

> Daily quality management

Quality Control concerns all actions, tools and organizational methods conducive to achieving an

improvement in the level of quality: Poka-Yoke, QC Story, Checkman, QA Matrix, Surveillance plan

etc. In the case of the SPR system, the focus is on daily quality management and the main quality

assurance tools.


21

SPR Management book

> Quality management tools

• problem analysis (generally identified the day

before);

• validation of counter-measures, appointment of

persons responsible, and deadline;

• analysis of follow-up of previous problems.

This daily meeting has three objectives:

• improve quality by ensuring that the high-priority

problems in the plant, department, process,

workshop and EWT are addressed at the right level,

• share the problems and solutions between all

operatives (manufacturing, engineering,

maintenance, quality…),

• ensure quick response time in processing the

problems.

QC Story (Quality Control Story)

QC Story is the daily standard problem resolution tool

recommended for analysing all type of malfunctions in

all types of activities (production, maintenance,

logistics, support…). However before adopting the QC

Story approach, always ensure, through a preliminary

conformity analysis, that all pre-requisites are met:

compliance with standards, conformity of parts, etc.

A QC Story consists in conducting a group analysis of

the root causes of a problem and in eliminating them

definitively by implementing a robust action plan,

which can be shared by the various functions

(manufacturing, quality, engineering…).

> There are 9 essential stages to the process:

1 - Choose the issue.

2 - Explain the reasons for the selection.

3 - Understand the initial status.

4 - Define the targets.

5 - Analyse.

6 - Implement corrective measures.

7 - Confirm the effects.

8 - Standardize.

9 - Conduct a synthesis and define future plans.

QRQE (Quick Response QualityEngineering)

If a problem does not fall within the manufacturing

perimeter, i.e. associated with product design or an

installation and requiring more resolution time, then it

is addressed during weekly QRQE meetings

coordindated by the production engineering

department. Here again, the QC Story method is used

to guide the problem resolution process.

If the problem is a supplier non-conformity problem,

then the issue is coordinated by the Supplier Quality

Department (SQF), which then reports to the

manufacturing department.


For easily resolved and easily measured problems, the

conventional quality tools (known as the « 7 tools »)

are used to follow these steps (Story board,

Pareto, cause-effect diagram, 5 whys ?…). For more

complex problems and/or problems that are

difficult to measure, additional tools are used such

as affinity diagrams, tree diagrams, relational

diagrams…

The Quality Assurance Matrix

The QA matrix is a quality tool for measuring and

improving the quality assurance level of the

manufacturing process.

It is adopted subsequent to a rigorous and in-depth

analysis conducted in order to envisage all possible

failures on a process, and to check for the existence

and efficiency of quality control locks and resources in

order to prevent such failures. The QA matrix is

therefore a quality improvement tool which highlights

process vulnerabilities, non-addressed areas and

issues to be prioritized.

The QA matrix is posted next to its corresponding

manufacturing line or line section and is completed by

the workshop and/or EWT manager concerned. This

coordination leads to action plans, and in particular a

fault elimination system to minimize the risks of

quality incident. If a fault not indicated in the matrix

occurs, the incident should be addressed during the

daily quality procedure, and the QA matrix should be

updated accordingly.

Finally, the QA matrix is also a volume production

quality improvement tool used by the project

departments and facility suppliers. Effective

knowledge management of existing QA matrices is

conducive to the development of processes capable of

guaranteeing optimum quality from the word go.

Poka-Yoke

Poka-Yoke is a quality tool designed to prevent human

errors and missed operation at the Work Station. A

simple and effective device often developed by the

manufacturing or maintenance departments, the

Poka-Yoke guarantees the satisfactory execution of

complex, infrequent or high diversity operations

that are subject to a higher risk of error or missed

operation.

There are three types of Poka-Yoke, classified

according to their quality assurance method and

degree of efficiency:

• alert: the fault is detected and an alert is sent to the

operator;

• control: the fault is detected and manufacture is

stopped;

• prevention: the fault is prevented before occurring.

The Poka-Yoke is identified on a display on the

station, which indicates its purpose, the operation

performed and its frequency of inspection. Its purpose

is to block all serious faults liable to undermine

customer safety or warrant significant rework cost. In

parallel, the root cause of the failure is analysed by

opening a QC Story in order determine a robust

solution with the engineering department.

The Poka-Yoke is a vital process element and

its operation should be monitored on the

surveillance plan.

22

Quality Control: QC


Quality cannot be attained unless there is strict

conformity with product-process specifications.

This is achieved chiefly by standardizing the

manufacturing operations and by self-alignment at

the Work Station to ensure all operations are

conducted in accordance with the standard.

At the Body/Assembly plant, the surveillance

standard is applied as of the moment the first new

vehicle enters the plant. It includes the surveillance

plan as specified by the engineering department.

It includes the product requirements and

characteristics to be controlled in the POS, the POS

requirements and also the associated quality

control facilities.

This standard incorporates self-alignment, 100%

unitary control and the functional stationary and

dynamic controls. The main conditions to be

satisfied by this surveillance plan are:

• the applicability and facility of implementation of

the conformity requirements indicated in the

technical documentation (SIGNE, POS),

• rigorous application of a standardized process in

conformity with the engineering specifications by

trained operators,

• detection and rework of defects as close as

possible to the manufacturing operation in the

EWT,

• a plant response device ensuring there are no

non-conformities on the vehicle delivered to the

customer; this device is managed by quality

measures to coordinate the problem/process

problems as far as the EWT,

• adaptation of the surveillance standard to the

defects detected.

23

> Self-alignment and surveillance

A

C

D

PC

A

P

D

C

D

P

A

D

P

A

C

Rework

Faultprocessing

defect recording(1 computer per EWT)

defect recordingCSC et Retouche

defect recordingPESD

BWUManager

Work Stationfault analysis

Operatorself-alignment

BWU and Quality+ management

Checkman

EWT Manager

ValidationBWU

Plant efficiencyevaluation & verification

DAA

Manufacturing line End of assemblyinspection PESD AVES /

SAVESWith

customerreturns

Quality loops: problem processing response


In order to meet the conformity objective, in particular

Security Regulation Features (SRF) requirements and

to prevent of off-road breakdowns, RENAULT has

decided to include a manufacturing station monitoring

standard: the checkman.

The checkman is designed to motivate the EWT

manager to focus on the quality of his EWT, to ensure

immediate protection of the customer and to address

and resolve problems at their source. It is part of the

EWT self-alignment process and should ensure that

detected faults are blocked before the part is

transferred to the next station.

This is applicable as of the moment of the first

manufacture for each new industrial project, and

during the production phase for all manufactures.

Once the level of quality has been achieved in a

robust manner, in particular zero V1, when the root


For quality control, the role of the EWT manager

is to:

• participate at the quality management meeting of

his workshop;

• ensure daily quality management at his EWT;

• master and use the QC Story;

• coordinate resolution of quality incidents

detected in his EWT;

• implement the high-priority actions defined with

the workshop manager to advance according to

the « quality control » strategy in the EWT book.

The role of the workshopmanager

For quality control, the role of the workshop

manager is to:

• participate in quality management in his

department;

• ensure quality management in his workshop;

• manage the QA matrices for his sector;

• ensure rigorous execution of the QC Story: choice

of issues, quality of analysis, processing

response time an efficient results;

• assign the problem resolution task to the right

level;

causes of the problems have been found and

processed, then the number of checkmen can be

reduced:

• 100% verification of vehicles in flow following the

check-list defined by the EWT manager,

• recording of faults detected: the objective is to

identify the faults detected to ensure they are

subsequently monitored,

• validation that a modification to the documents

associated with the vehicle or on the vehicle

itself,

• rework, and if this is not possible or does not

have the time, operation performed by senior

operator,

• alert the EWT and senior operator to the faults

detected.

24

> Quality control operatives

Quality Control: QC


Role of the plant qualitydepartment

For Quality Control, the role of the quality

department is to:

• ensure, by level 3 audits, that the quality

procedures are rigorously implemented inside

and outside the workshop;

• assist the manufacturing department in

implementing the quality procedures and in

analyzing quality incidents;

• participate in Quality + management at all levels;

• guarantees compliance with and satisfactory

operation of the Quality standard + (preparation,

performance, QC story quality, acknowledgement

of results, follow-up and recording of issues,

links with MQA);

• ensure that the solutions implemented are

entered in the surveillance plan and are recorded

by the engineering department;

• validate implementation of SPR quality tools in

the projects.

• ensure that improvement actions are generally

applied across his workshop;

• identify high-priority actions to be implemented

so that the EWT advances according to the

« quality control » strategy in the EWT book, and

assist them in implementing the actions.

Role of the department managerand plant management

For Quality Control, the role of plant management

is to:

• set the example by coordinating the quality

function and using the QC Story for problem

resolution;

• ensure that, whatever the level of Quality Control

deployment, that the root causes of incidents are

always analysed, and that the PDCA cycle is

appropriately closed and in accordance with

steps 8 and 9 of the QC Story method;

• check that the QA matrix is implemented by

production line or line section.

25


1. QC and standardization

To guarantee quality, Work Station training and

compliance with the standard are the first pre-

requisites. In the event of an incident, the

solutions found must be included in the SOS of the

station concerned and the operator must be

trained on the new procedure. For example,

implementation of a Poka-Yoke, prompts

modifications to the SOS and requires that the

operator conduct certain quality control

operations. The EWT manager's control panel is

also an item of standardization that contributes to

quality management.

2. QC and facilities management

Because the QC strategies improve quality, they

have a positive impact on the performance of the

facilities and limit machine stoppages due to

quality incidents.

3. QC and flow management

Because QC strategies improve quality, they have a

positive impact on the throughput time by limiting

flow deviations due to quality incidents.

4. QC Story is a problem resolution strategy used

as a daily quality management standard. It is also

recommended for the analysis of incidents or

malfunctions during other SPR strategies (JIT,

deployment, TPM…). Note that each SPR strategy is

designed to update process vulnerabilities and to

eliminate the root causes of problems.

26

> QC « System » dimension

Quality Control: QC


27

JIT

QC TPM

Daily excellence


and actionplans

PA D

C

3. Just-in-TimeQuality control contributes to improved process flow times

2. TPM

Quality management contributes to improving line operating times

4. QC Story is a problem resolution standard As a quality improvement tool, it is used to eliminate the root causes of all types of incidents

1. Standardization

Compliance with the standard is the first guarantee of quality Kaizen

Basic Skill TrainingWork Station

Standardization (WSS)


Facilities management: TPM (Total Produc

28

TPM is designed to improve overall performance of

industrial installations, in particular by increasing the

availability of machines and ensuring compliance with

normal production rates. This objective is achieved by

developing the capacity of the workforce identifying,

analyzing and eliminating all causes of installation

stoppages, and in implementing the five pillars of the

TPM strategy.

Programmed stoppages

Failures

Settings

Tooling change

Start up

Micro-stoppages

Extended task time

Rejects and rework

Management

Know-how

Organisation

Logistics

Measurement

Incoming product

Tooling

Power

Eliminating the causes of loss

TPM development means identifying and eliminating

all causes leading to the loss of an installation.

Sixteen causes of loss have been identified and are

grouped into three families depending on their origin:

> Progress through TPM

Facilities management is controlled by the TPM strategy and concerns all actions, methods, tools

and organizational structures conducive to maintaining all the production facilities: analysis of loss,

anomaly detection, dojo, MBR (Major Breakdown Report), technical competencies, one point lessons…

Types of loss due to personnel

Other causes of loss

The families of loss may be re-classified, detailed or completed depending on the field of application.

Types of loss due to equipment


29

SPR Management bookductive Maintenance)

> The causes of loss are processed in 4 phases:

1 - Reduce dispersion of the incidence of loss.

2 - Extend the operating time without loss.

3 - Implement periodic realignments.

4 - Predict the incidence of loss.

To achieve the overall « zero loss » target, each cause

of loss identified should be addressed on a case by

case basis in order to be eliminated. This consists in

conducting iterative PDCA loops.

A complete strategy: the 5 pillars of TPM

The TPM procedure is structured into five pillars based

on the measurement and analysis of loss:

1. Autonomous maintenance: ensure manufacturing

personnel can detect, signal and process

anomalies (failure symptoms, non quality, safety

risk…) and propose, formalize and implement

maintenance tasks.

2. Planned maintenance: ensure maintenance

personnel are capable of improving the machines

to eliminate the causes of failure and of proposing,

drafting and implementing preventive maintenance

tasks.

3. Case by case improvement or elimination of

loss: grade the causes of loss and eliminate them

one by one by QC Story analysis.

4. Training and practice: teach, mainly through

practice, all operatives on the skills necessary to

implement the TPM pillars and manage the

installations. Set up facilities, other than the

process machines, on which they can train and

practice their skills.

5. Knowledge management and project TPM:

formalize on-site experience for the benefit of

existing and future machines. Reduce loss on

installations.

Autonomous maintenance pillar

Planned maintenance pillar

Mea

sure

men

t of l

ine

perf

orm

ance

loss

Training Teaching Pillar

Knowledge management Project TPM pillar

Case by case improvement pillar(loss elimination)

Anomalymonitoring

panel

PDCA /QCStory lossmanagement

On a high priority lineby department, select a training machine

and then pilot machineLine lossanalysis panel


These inter-dependent pillars are implemented simultaneously in the workshop while constantly targeting the most

disruptive installations, and the machines or operations which are most costly during downtime. This is why the

analysis of loss is fundamental: in this way, it is possible to map the performance of the facilities installed within a

given perimeter and then charter an action plan in order to improve productivity efficiently and rapidly.

Visual inspection is the key to good management and is based on activity panels.

TPM is implemented in the plant according to a master

plan coordinated by the management board. The

master plan schedules the TPM projects to be

implemented and all lines to be upgraded to the

optimum level according to a manufacturing line

performance map.

At a given site, TPM deployment starts with training

upper management on a training machine according to

training criteria: the management is trained during this

project by the senior plant TPM instructor. Once

complete, each department in the site selects a pilot

line in its sector on which to deploy the procedure. On

this pilot line, chosen because it needs a performance

upgrade, the department manager conducts a project

with the workshop managers of the sector. The most

disruptive machine on the line is identified after a loss

analysis. The TPM deployment then follows the same

procedure as far as the EWT for the operators and

professionals.

The success of the TPM strategy therefore depends on

the active involvement of line management, on the

structured deployment from management down to the

EWT and on an action plan focused on the main

opportunities for better productivity.

30

Facilities management: TPM (Total Productive Maintenance)

Training machine

Pilot line

Spreading

Senior instructor assisted by DPSIto train upper management: the "school activity"

Upper management trains theworkshop managers who trainthe EWTs on pilot machineStart with most downgraded machine

3 months Maxi

3 months** Choice guided by training opportunities on machine and loss analysis

* Choice guided by loss analysis

EWT managers train operators and professionals

*

*

*

*

*

**

*

> Implementing TPM

TPM: Training and deployment principle



For TPM, the role of the EWT manager is to:

• participate in the training programme in his workshop

and conduct the pilot project in his EWT;

• guide implementation of the TPM activities in

his EWT: 5S, autonomous maintenance, loss

monitoring…;

• ensure improved productivity in his perimeter;

• implement high-priority actions defined with the

workshop manager to advance according to the

« facility performance management » strategy in the

EWT book.

Role of workshop manager

For the TPM procedure, the role of the workshop

manager is to:

• participate at the training programme and

coordinate the workshop in his workshop;

• ensure a robust analysis of loss is conducted in the

workshop and that loss is eliminated;

• develop Autonomous Maintenance in conjunction

with the planned maintenance activities;

• ensure productivity improves within his perimeter;

• identify the high priority actions to be implemented

in order to align the EWT according to the « facility

performance management » strategy, and assist

them in implementing these actions.

Role of the department managerand plant management board

For the TPM procedure, the role of the plant

management is to:

• set the example by actively participating in the

training and pilot programmes;

• ensure that the TPM activities are conducive to

attaining operational productivity by eliminating

loss;

• ensure that improvements prompted by the TPM

are appropriately recorded for future projects.


TPM is a cross-functional procedure in the plant in which

all functions participate:

• the manufacturing department is responsible for

autonomous maintenance, operator training, quality

and standardization of the TPM activities under the

supervision of maintenance professionals;

• the maintenance department is responsible for planned

maintenance and participates in training the operators;

• the production engineering department coordinates

integration of the improvements prompted by TPM on

existing machines and the design of new machines;

• the other departments concerned: all departments

must work together, in a team spirit, in order to succeed

in implementing the TPM.

31

> TPM operatives

Example: role of maintenance and manufacturing personnel in the« Autonomous maintenance » and « Planned maintenance » pillars

Maintenancepersonnel

Manufacturingpersonnel

Mai

nten

ance

act

ivit

ies

Installation

• Repair• Alert

• Extend

Supportand assist:

• Teach• Train

• …

• Diagnose• Alert

• Participate

• Produce• Alert

• Repair

Optimize


1. TPM and standardization

TPM is dependent on standardization insofar as

autonomous maintenance and planned maintenance

operations are described in the SOS. Furthermore, the

analysis of the causes of non-productivity on a line

may write up an SOS for an operation that might

cause micro-stoppages.

2. TPM and training

The essential elements of workshop machine

maintenance are taught to the operators as part of the

Basic Skill Training at specific locations called dojos.

3. TPM and continued improvement

Implementation of the TPM, and in particular when

analyzing the causes of non-productivity, may

highlight a disruptive machine and prompt a Kaizen

project. Conversely, a Kaizen project conducted on

several stations, in particular on automated lines, may

prompt a reduction in the causes of malfunctions. It

has a positive impact on the operational efficiency of

the line.

4. TPM and quality management

Application of the TPM prompts greater reliability of

facility operation. If the initial impact can be seen in

terms of overall performance, it can also be seen in

the production quality brought about by satisfactory

operation of the machines. In addition, the analysis of

the causes of efficiency loss in the TPM uses the QC

Story quality tool.

5. TPM and Just-in-Time

By improving reliability and line operating times, the

TPM contributes to a reduction in the process flow

times, which is one of the objectives of the Just-in-

Time strategy. In addition, successful JIT requires that

all machines are reliable and performed efficiently. In

this context, efficient application of the TPM is a pre-

requisite for just-in-time production (totally

synchronized production).

32

> TPM « System » dimension

Facilities management: TPM (Total Productive Maintenance)


33

JIT

QC TPM

Daily excellence


and actionplans

PA D

C

2. Training

Teaching the basics of maintenance is part of workshop management

1. Standardization

The SOS' describe autonomous maintenance and planned maintenance operations

3. Continuous improvement

In a TPM context, a kaizen project may be implemented to eliminate various causes of loss

4. Quality improvement

Improvements to machines contribute to product quality improvements

5. Just-in-Time

By improving machine open tiimes, TPM has a positive impact on process flow times




Flow management: Just-in-Time (JIT)

34

Progress on all flow lines

One of the SPR targets is to « deliver the right product

at the right time ». This is where the Just-in-Time

strategy comes into play by optimizing the logistical

and production flows. This requires a corresponding

lean flow production organization on a tight

The purpose of the Kaizen JIT procedure is to eliminate such waste in a structured manner and to ensure the

necessary resources are in place to manufacture the products requested by the customer, at the required moment

and in the quantity demanded. This results in a reduction of inventories and process flow times.

production line, synchronized with the customers and

suppliers. This organization means eliminating all

waste, quantity and time, from the logistical flow and

from internal plant information from the procurement

of materials and parts until the final product is

delivered to the customer

> Progress through JIT

The Just-in-Time (JIT) strategy focuses on all actions, methods and organizational structures

conducive to ensuring that the required products are manufactured at the required moment:

flexibility, SMED, etc. Here, the focus is on the Kaizen just in time method.

Inter-Process

InProcess


In terms of production flow, a waste is a needless,

inappropriate or ineffective expense.

Conventionally, there are seven types of waste (see

the draft below).

The seven wastes

> To optimize flow, the analysis of the production

process is divided into two activities:

1 - added value activities that transform the product

to obtain the result demanded by the customer;

2 - wastes, i.e. all activities that do not add any

value to the product.

35

SPR Management book

Over production Produce more than is necessary or at a faster pace than the ensuing process requires, anextremely frequent case.

Waiting time Downtime between operations have no added value. There are various causes (part deliverydelay upstream; machine overload; task time imbalance…), which should be reduced to aminimum.

Unnecessary transport

Unnecessary operations

Unnecessary movements

Production defects

The transport of parts has no added value and should be reduced to the strict minimum, oreven eliminated.

The processes may include unnecessary operations that can be eliminated withoutundermining the produce. For example, this is the case of:

- a quality control which might be eliminated by better process control,

- operations generating non-quality.

All movements, gestures or travelling by the operator which do not add any value to theproduct. In particular, this waste is analysed during the Kaizen 2 Day and Kaizen 2 Houractivities.

Correcting and repairing faults incur unnecessary expenditure in terms of manpower andadditional equipment.

Iventories A direct consequence of over productions, inventories are seen as a contingency stocks andmask a product process malunction (non-quality, non-flexibility and non-reliability). Inaddition, they account for a significant cost for the company, without any added value forthe customer.

7 wastes


The Kaizen JIT project is conducted over a two-day

period. The persons involved are the manufacturing

managers in the sector concerned and logistics

professionals. By focusing on an analysis of process

and information flow, the typical flowchart is as

follows:

1 - Observe things on the ground

2 - Assess the current situation

3 - Picture the ideal situation (process flow and

information flow)

4 - Define the achievable target

5 - Decide on the action plans to be undertaken to

reach this target

6 - Present this action plan to the managers of the

perimeter

7 - Present the synthesis to the EWTs concerned.

The field analysis and the ensuing action plans should

focus on six parallel objectives:

• reduce process flow times

• reduce inventory levels

• increase facility capacity

> Kaizen JIT project

JIT and problem solving

In addition to making economic savings, flow

optimization highlights malfunctions in the production

system (see diagrams below). Manufacturing the

required products at the required moment at the

required quantity demands:

• flexibility in order to manufacture products in the

sequence ordered by the customers;

• reliability to manufacture within the time between

the order and the delivery;

• quality to manufacture the just requisite first time: a

golden rule of just in time is never to produce anything

unless it can be produced in a fault-free manner. In

other words this means « do not manufacture », « do

not overlook », « do not accept » defective products.

JIT Kaizen, therefore, by systematically eliminating

and controlling waste, gradually highlights real quality

control, flexibility and reliability problems. Just-in-

Time therefore places an emphasis on product non-

quality, facility non-reliability and non-flexibility by

implementing other SPR procedures and tools.

36

1. Inventories and in-process stock maskproduction flow problems.

2. The main objective of JIT is to revealissues that can then be addressed.

3. The SPR strategies help in eliminating problems.



This table provides a synthesis of how inventory

reduction prompts a reduction in process flow times.

• reduce surface requirements

• optimize cost of bought-out parts

• improve productivity

The role of the EWT manager

For JIT, the role of the EWT manager is to:

• respect standard inventories and in-process stock;

• participate at JIT projects scheduled by the

workshop manager;

• implement the high priority actions with the

workshop manager in order to advance according to

the « flow and delivery time management » in the

EWT book.


For JIT, the role of the workshop manager is to:

• organize deployment of JIT activities in his workshop

and undertakes to meet concrete objectives;

• identify the high-priority actions to advance the EWT

the « flow and delivery time management » in the

EWT book, and assist them in implementing these

actions.

37

> The JIT operatives

• Facility and installation failures• Tool and batch change time• Quality problem• Transport and handling• Production management• Supplier reliability

• By introducing JIT planning in engineering

1. Reduce stock levels Reduce costs

1. Production innovation

Quality improvement

Cost reduction

Expenditure cost

reduction

Customer satisfaction

2. Breakthrough stock-free production

3. First steps to reduction of delivery time to customer

2-1 Identify waste (plant)

2-2 Best planning for new engineering projects


1. Just-in-Time Standardization

The Just-in-Time projects, focused on improving

process flow times and therefore structuring

manufacturing lines and Work Stations, often prompt

a modification to the Work Station layout, and the

corresponding SOS accordingly. In addition,

compliance with the standard within the task time

guarantees the delivery time, i.e. delivery of the

required part or assembly to the next process at the

designated moment.

2. Just-in-Time and training

Because non-quality and non-flexibility are costly, just

in time requires that the operators have all the

necessary skills to execute the operations within the

required time and at the required quality level.

3. Just-in-Time and continuous improvement

In the Kaizen JIT strategy, analysis of flow in the plant

may prompt a decision to conduct a Kaizen 2-day or

2-hour project on a Work Station where a potential for

significant process flow times savings have been

identified. Conversely, an improvement to a Work

Station during a Kaizen project takes into account the

flow of parts upstream and downstream and the

organization of deliveries to the station. In this

context, the Kaizen project often contributes to

improving the process flow times, either directly by

eliminating unnecessary operations, or indirectly by

improving of the product quality and flow deviations

accordingly.

4. Just-in-Time and quality management

For just in time to operate properly, the parts have to

be 100% fault-free during each stage of the

manufacturing process. Just-in-Time is completely

linked to Quality Control and therefore an intensive

practice of the problem resolution method. Insofar as

the QC procedures improve quality, they have a

positive impact on the throughput time by limiting the

flow deviations associated with quality incidents.

5. Just-in-Time and TPM

By improving the reliability and the line operating

times, TPM contributes to reducing process flow times,

which is one of the objectives of the just-in-time

strategy. In addition, a successful JIT policy requires

that all machines are reliable and perform effectively. In

this context, efficient application of the TPM is a

necessary precondition for just in time production.

> The JIT« System » dimension

Role of the department managerand plant management

For JIT, the role of the plant management is mainly to:

• highlight waste;

• organize deployment of JIT activities;

• provide the line with the facilities necessary to

implement the procedure;

• ensure knowledge transfer on improvements to the

engineering departments in order to ensure they are

taken into account for the design of the new

production facilities and associated organization

diagrams.


For JIT, the role of the, the role of the support

functions is to:

• identify wastes;

• help in implementing corrective actions.

38



39

JIT

QC TPM

Daily excellence


and actionplans

PA D

C

4. Quality Control

Just-in-Time production requires 100% quality of all parts at each manufacturing process stage

5. TPM

Just-in-Time production requires that all machines are 100% reliable

3.Kaizen

Improvements to a work Station as part of a Kaizen project contributes to an improvement of process flow times

1-2. Standardizationand Basic Skill Training

Compliance with the standard, and therefore control by the operator ensures that delivery times are met




The objectives and action plans are deployed at all

levels of the plant and in all functions. This consists in:

• defining the annual objectives and drafting the

associated action plans in such a way as to attain

the set objectives according to a structured

diagnostic,

• regularly ensuring that the action plans proceed and

that the objectives are met, if necessary, by ensuring

that the necessary counter-measures are

implemented.

By deploying the objectives and action plans, it is

possible to focus, in a coherent manner, all the efforts

and resources of an entity on the progress objectives

which are essential for its profitability and

competitiveness. The deployment of objectives and

action plans is therefore the main driving force behind

a company.

The objective should focus on action plans that have a

significant impact on the annual QCDHRE indicators in

order to focus the whole hierarchy line on the

performance objectives.

Deployment of objectives and action

40

> Directing progress dynamics

The objectives and action plans are deployed in a

sequence of PDCA cycles (plan-do-check-act) across

the whole hierarchy line. Each PDCA has the following

diagram:

The management board initiates the deployment of

the objectives and action plans by defining the annual

plan (Plan). This consists in conducting a diagnostic

(Act) of the results for the previous year. This

diagnostic phase is essential: it determines the

manner by which the annual objectives for the entity

and the associated action plans are defined. In effect,

the object is to identify performance deviations or

issues where significant improvement is necessary in

order to achieve the breakthrough objectives. It is

based on an accurate analysis of the situation by

« organisations » and by « causes » and on of the

feedback from the previous cycle.

These action plans fall within the framework of

actions to be deployed and set by upper management.

> PDCA management


Anticipate and respond

Control and Coordinate

Unify all inputAchieve

breakthroughs

Act

A

C D

P

Check Do

Plan

Stabilize andlearn from

annual plan

Monitor implementation

of annual plan

Define annual plan

Deploy annual plan

in the whole company


Objective and action plan deployment is a dynamic procedure and subject to monitoring (check) at each level (plant

management, CD, CA, CU) during monthly and six monthly reviews. These reviews are held to check that the actions

are being properly implemented and contribute to attaining the objectives, and to decide on any necessary new

orientation.

Each PDCA loop at management level prompts PDCA

cycles across the whole hierarchy line (department,

workshop, EWT). At each level, the objectives and

action plans follow the same process: diagnostic,

definition of objectives and associated actions and

monthly follow-up. In this way, a multitude of PDCA

cycles contribute to the strategic orientation of the

plant. During the annual plan deployment phase, a

review stage is necessary between each hierarchy

level to ensure that the objectives selected are

coherent: this « catchball » stage is used to ensure

each sector effectively contributes to the

breakthrough objectives indicated on the annual plan.

41

SPR Management book plans

Diagnostic

Defineobjectivesand action

plans

Monitordeploymentof objectives

Act

1

2

3

Check

Plan-Do

CAN

PCDA

PCDA

PCDA

PCDA

Deployment

Mgt reviews

Department reviews

Catchball

Catchball

Catchball

Workshop reviews

BWU reviews

Loop

Loop

Loop

Deployment

Deployment


A key parameter of the SPR system, the deployment of

objectives is associated with strategic progress

planning.

As such, it draws on all the tools of the SPR system to

meet the performance objectives as part of the action

plans coordinated throughout the plant. In this way,

the deployment of objectives and action plans

ensures coherency between daily management and

the strategic orientations in the plant. In effect, the

SPR should be deployed with consideration of the

target performance objectives in daily management.

The operatives identify the problems associated with

their processes and the existing fields of improvement.

The deployment of objectives and action plans acts as

a guideline in order to identify high-priority issues.

Daily management contributes to ensuring that the

foundations of the construct are stable and serves as a

support for the measures taken.

> Deployment of objectivesand action plans system dimension

42

Deployment of objectives and action plans

Role of management lineoperatives

• Participate with level N+1 in defining the diagnostic;

• Define the actions and associated action plans for

his level;

• Ensure robustness of the procedure at his level;

• Regularly monitor the actions and their impact on

the development of quality control items and decide

on the necessary corrective measures.

Specific role of the Director andmanagement board

• Create conditions for the implementation of

« catchball » and « crosscheck »;

• Ensure robustness of system by noting

breakthrough actions and the relevant deployment

of actions. Focuses on breakthrough actions and not

on daily actions and ensures the actions are

deployed at the right line management level;

• Ensures regular monitoring to ensure the company

objectives are achieved.

> Operatives in the deployment of objectives andaction plan procedure


43

JIT

QC TPM

Daily excellence


and actionplans

PA D

C KaizenBasic Skill Training



2. An accountable and proactive plant

The role of the plants is being extended:

• the last industrial link before the end-customer, they

protect the end-customer in terms of quality and

delivery time from all failures in the manufacturing

department,

• as members or partners of the Manufacturing

Department they apply the standards: technical

standards, organizational standards and SPR

standards. The cross-functional operations,

exchanges and supports between the sites are

developed,

• major manufacturing function, they play an active

and proactive role amongst the manufacturing

functions – engineering, purchasing and suppliers,

logistics, in particular quality and HR – both during

product production and product development,

1. Top level performance

• Performance targets are dictated by the market

and by best competitor practice. External

benchmarks are used to determine current

performance and the targets to be attained: these

are applicable both to Body Assembly and

Powertrain Assembly. They are indicated by site and

by component or product. The paths charted should

lead to a defined destination. Subsequently,

achieving new targets keeps the Renault industrial

system ahead at all levels.

• An overall performance method, that extends

beyond the strict perimeter of the site and

incorporating complete strategies, is developed.

The expression « Daily excellence » at the top of the SPR arrow diagram represents the goal that can be achieved

once all the methods and tools have been deployed and all the principles and action plans have been observed.

It indicates not only that excellent results are to be achieved, but that they are to be achieved in a manner that is

unique to Renault: this is indicated through result objectives, process or operating objectives and management

objectives. Daily excellence is broken down into four themes:

From a « system » strategy to « daily

44

JIT

QCTPM


and actionplans

PA D

C

KaizenDexterity

SPT

Optimum

performance

Synchronized

production

A plant which is a driving

force and accountable

A serene and enthusiastic management,

one that is fully involved

and one that respects its employees


• major players in their region, involved by mainly

promoting their appeal and links with the

educational system.

3. Synchronized production

Synchronized production means manufacturing the

products and components according to a tight

programme, in a synchronized manner and according

to the customer orders.

• For the plants, this means conducting a

manufacturing programme in strict conformity with

the sequential and time requirements This requires

regular operation without being disturbed by any

unexpected occurrences, both during start up and

during production: deliveries are guaranteed in

terms of quality and time and by using high-

performance logistics systems. Internal quality

problems are primarily mastered at the source. The

performance of the facilities ensures that the

programmes are developed and that flow is

mastered.

• This concept, which contributes to meeting the

customer delivery times and influences the logistical

operating methods, is extended to the suppliers of

parts, components and units and to the delivery of

vehicles.

4. A serene and enthusiastic management, one

that is fully involved and one that respects its

employees

• In a well mastered operation, the managers do not

spend most of their time addressing malfunctions:

they guarantee, on a daily basis, the results and

conformity of the operations. They deploy the

objectives, draft and coordinate the progress plan

and finally train and involve their employees.

• Daily excellence is everyone's concern, and cannot

be achieved unless all parties feel they are an

essential part of performance and progress, are

aware that their career progress and skills

development are determined by their contribution

an potential.

45

SPR Management book excellence »


Roadmaps are the diagnostic tool of the Production System.

Defined by observing best practice, the « roadmaps »

measure the manner in which the SPR is deployed and

managed and determines the path towards industrial

excellence. A plant management item, they are an integral

part of the Product System and are used as a reference to

obtain an overall view of the « system », to objectively

diagnose the performance of the system, define priority

measures and draw up targets and action plans, monitor

progress, communicate and motivate.

At present, there are four roadmaps that cover the areas

of standardization, Work Station improvement, problem

resolution and TPM. These roadmaps are:

• Coherent: ensure the coherency and orientation of the

SPR strategy,

• Common: they indicate the same directions and

objectives for all plants in the Renault Group,

• Organic: roadmaps are liable to evolve over time, as

knowledge increases and practices change at Renault.

Other grids (JIT, deployment, daily excellence …) are

incorporated as the system develops.

Roadmaps: one road in 4 stages measured according to 3 criteria

The roadmaps describe a road to progress in four stages leading to an ultimate goal.

Annex

46

1

Standardization

Current status

Target status

Actions / "Roads"

Kaizen 2D/2H

Qualitymanagement

TPM

2 3 4

Systemelements

Description of"SPR best practice"

in 4 stepsIdeal status

Stages1 2 3 4

Desiredlevel of

generalization

Management

Desiredresults

(process and/or resultindicators)

EXPERIMENTATION=

Level P – D

DEPLOYMENT=

Level P – D – C

CONSOLIDATION=

Level P – D – C – A

CONTINUITY=

Level P – D – C – AOverall manufactureand support function

Production and project

> Annex I: the Roadmaps


47

SPR Management book

How to use the roadmaps?

The roadmap is a self-evaluation tool used by plant manage-

ment. They are used to determine the level of excellence

achieved by the plant in 4 of the SPR disciplines (standardi-

zation, Work Station improvement, quality management and

TPM), on a scale from 1 to 4.

How to conduct an evaluation?

There is no typical process for performing a self-evaluation.

Roadmaps therefore leave a certain amount of the freedom to

the plant management on how to perform a self-diagnostic.

However certain principles must be observed:

• the members of the management must have read the

Management Book prior to the diagnostic;

For each stage, three criteria are measured: the level of applicability, the management and the target results of the

procedure.

Standardization1 2

Desiredresults

(process and/or resultindicators)

Standardization of management

Levelof desired

generalization

View by Criterion

Desired level of generalization

Management

Desired results

The heading "generalization" describes the level of depth and the degree of observance of thedaily procedure

• At least one senior instructor is trained and validated• There is one pilot EWT by department• Operational training (WU managers) performed

> Required management practice• A test sector is determined• General information given to all personnel

> Competency• Plant management is trained and observes procedure

(management training)

> Coordination• A deployment method and associated schedule exists

• No requirement• Around 25% of plant EWTs are standardized

(application of 40-criterion grid)

> Required management practice• Workshop manager validates and signs the SOS• Department manager coaches the workshop managers• The pilot EWTs are validated by the DPSI• The department manager assigns the necessary

resources• The new operators are always trained on the SOS

standard• The Workshop Manager and EWT manager. A standard

exists for monitoring compliance with standard

> Coordination• The department manager drafts a deployment plan

with the workshop manager, etc.• The workshop manager conducts inspections to

check compliance with standard

• The senior instructor validates the EWT• Management systematically refers to standards

The "management" heading describes the skills expected of the managers It distinguishesbetween : • Required management practice

• Skills• Control

Each stage is characterized by the result and process indicators translates the level ofperformance desired by Renault

Example of roadmap: standardization management (steps 1 and 2)


48

Annex

• self-diagnostic should be the result of a group analysis.

Members of the plant management should come to a

collegial agreement on the level to be attained by each

discipline;

• the grid rating system should reflect the reality on the

ground, and should therefore be completed through an

exchange with the operatives concerned. Never hesitate in

meeting the operators and their unit manager in order to

understand the difficulties encountered when implement-

ing the SPR tools;

• it is recommended to call in the local experts on the issues

to be addressed (senior instructors). If in doubt on the grid

For each of the SPR strategies, the key roles of the EWT manager

are indicated in this Management Book. Furthermore, the

mission and role of the EWT manager and of the EWT are clearly

indicated in the EWT book. Because it describes the mode of

progress of the EWTs the EWT book is an essential component of

the SPR strategy.

The main principles of the EWT book> The EWT book is a reference document common to all

manufacturing EWTs in all Renault plants. It indicates the

operating principles of the EWT, its missions and relations

with its partners, while integrating the Renault Product

System tools and procedures.

> The EWT book is a guide which assists the EWTs in their

development:

• it describes the operation of a « model » EWT according to

the 8 strategic targets corresponding to the various activi-

ties of the EWT

• it proposes a EWT development chart for each strategy

according to 4 levels of maturity, level being the ultimate

target.

rating system, the plant should call on central experts

from the DPSI and the SPR deployment managers in the

post-validation sites.

How to process an evaluation?

Roadmaps can be used at any time in the year. However,

these evaluation grids should focus the attention of manage-

ment, at the moment of drawing up the progress plans, in

particular on the deployment of objectives and action plan

process. They may be a constituent item of the diagnostic

defined during the deployment of objectives and action plan

process (cf. chapter 6).

The EWT maturity levels are:

N1: the EWT knows the procedure and applies it rigorously

N2: the EWT analyzes and eliminates malfunctions

N3: the EWT improves its performance by means of an

action plan

N4: the EWT anticipates and records its knowledge base

For a EWT to progress from the stage where it « knows the

procedure and applies it rigorously » to the stage where it

« anticipates and records its knowledge » on each of the target

requirements, the full implementation of the SPR tools and

strategies is an absolute prerequisite.

> The EWT book, a workshop management measurement tool:

• for the EWT manager, the EWT book proposes a diagnostic

tool enabling him to evaluate the maturity of his EWT and

define a progress plan in order to attain the EWT operating

target;

• for the workshop manager, the EWT book proposes a ma-

nagement tool and a synthesis chart enabling him to view

the position of the EWT and to assist them in developing

their skills.

EWT book operatives

The EWT manager is responsible for developing his EWT. For

this purpose, he implements the EWT book and conducts a

self-diagnostic of his EWT with the support of management.

The workshop manager is responsible for deploying the EWT

book in his section and in managing it over time.

Plant Management should monitor the consistency of deve-

lopment of all the EWTs over the whole site. The development

objectives of the EWTs should also be set in order to ensure

coherency with the SPR deployment plan.

> Annex II: the EWT book

5. Environmentand working

conditions control

2. Professionalizm

7. Flow and deliverytime management

4. Quality control

1. Standardization

8. Cost management

3. Involvement,management and rules

6. Facilities performancecontrol

BWT development


ManufacturingDepartment

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