Nachhaltige Produktivitätssteigerung durch Stabilisierung und ...· Nachhaltige Produktivitätssteigerung

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  • Sustainable Productivity Improvements

    Nachhaltige Produktivittssteigerungdurch Stabilisierung und kontinuierlichedurch Stabilisierung und kontinuierlicheVerbesserung von Fertigungs- und Logistikprozessen

    1 Internal | C/MPS | 8/22/2008 | Robert Bosch GmbH 2008. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

  • Sustainable Productivity Improvements

    The System approach of BPSThe System approach of BPS

    Current Ideal

    Targets

    Principles

    situationIdeal

    conditionElements

    Zero failure One piece flowp 100% value added

    Waste free production

    2 Internal | C/MPS | 8/22/2008 | Robert Bosch GmbH 2008. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

    Waste free production

  • Sustainable Productivity Improvements

    System approach based on value stream designTarget 2007: reduce lead time from 3 to 1.2 days

    R d t I t d P ll R d EPEI t 1 f

    System approach based on value stream design

    Reduce setup time from 10 to 4 min with Quick Change Over

    Introduce Pull System with Kanban & Supermarket Implement Milkrun with

    frequency 2x/h

    Reduce EPEI to 1 for Leveled Production

    Implement Standardized work & Reaction SystemsAnalyze

    and xoxo

    design value stream

    A i i R ibl D SActivity Responsible DateImplement milkrun assembly

    Reduce lot size assembly to

    Status

    Generate implemen-tation plan

    3 Internal | C/MPS | 8/22/2008 | Robert Bosch GmbH 2008. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

  • Sustainable Productivity Improvements

    From implementation to continuous improvementFrom implementation to continuous improvement

    Implementation of elements is insufficient to achieve sustainable business results

    TargetsBPS elements result in standards which are highly visible on the work floor

    Principles

    Elements Standards enable team members and leaders to see abnormalities and fluctuation and react Standardized work, quick setup, milkrun, levelling, quickly with improvement activities

    4 Internal | C/MPS | 8/22/2008 | Robert Bosch GmbH 2008. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

  • How can standards lead to continuous improvement? (1)

    Sustainable Productivity Improvements

    Standardized work on production lineCyclic operator movement, defined inventory A FA F

    How can standards lead to continuous improvement? (1)

    y p yDefined cycle times (man, machine)

    resulting in high transparency on the lineWhat keeps the operator from working consistently to standard ?

    B

    C DEB

    C DE

    y

    Cyclic material supplyCyclic material supply routesDefined timing of milk runs

    AB E

    FAB E

    Fg

    Defined inventory (min/max) in locations.resulting in high transparency in material supply

    What keeps the material handler from working consistently to standard ?

    BC D

    EBC D

    E

    y

    Quick Change overDefined movement of setters, location of toolsDefined internal/external setup times

    AB

    C DEFA

    BC D

    EF

    5 Internal | C/MPS | 8/22/2008 | Robert Bosch GmbH 2008. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

    p

  • How can standards lead to continuous improvement? (2)

    Sustainable Productivity Improvements

    How can standards lead to continuous improvement? (2)

    LevelingRepetitive production sequence

    production plan inventoryA B

    Repetitive production sequence Leveled VolumeDefined finished goods Inventory, withinmin/max limits

    A A B B A

    production plan

    B B B B B

    mo tu we th fr

    mo tu we th fr

    inventory

    lot size

    production

    production

    i

    What keeps manufacturing and logistics to run according to the defined standard ?

    A A A A A

    mo tu we th fr

    mo tu we th fr

    mix

    Supermarket, KanbanFixed inventory positions in supermarketMin/max Inventory limits Montage

    Clear address and quantity on Kanban card..

    6 Internal | C/MPS | 8/22/2008 | Robert Bosch GmbH 2008. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

  • Problem solving leads to continuous improvementSustainable Productivity Improvements

    Problem solving leads to continuous improvement

    Solve

    Standard (inter-mediate target)Problems

    Expose

    Reality (actual condition)

    * Source Mike Rother

    Expose

    Standard

    Performance It is easy to set a standard (Milk run, Kanban, Work std., )

    time

    But it is Hard Work !! to achieve a standardActual

    Performance

    7 Internal | C/MPS | 8/22/2008 | Robert Bosch GmbH 2008. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

  • Continuous Improvement at Bosch (CIP)Sustainable Productivity Improvements

    p ( )

    System-CIP: TOP DOWN planning of Targets and projects based on Value Stream Design ( Alignment, Periodically)

    Set new standardPerformance

    High Stability reached Time

    Point-CIP: Daily bottom up activities to stabilize and improve processes ( Speed, Daily)

    8 Internal | C/MPS | 8/22/2008 | Robert Bosch GmbH 2008. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

  • Standardized work in the Real WorldSustainable Productivity Improvements

    Wait on material

    Cycle timeFixture problems

    A

    B E

    FAA

    BB EE

    FF1

    3

    Standard

    Reality

    Output

    C DCC DD

    Standard

    Cycles

    Excess walking Cycles

    If problem solving capability is insufficient,

    standardized work can not be developed,Challenge:

    D l l d t leveling will fail, pull System will not be effective..

    sustainable results cannot be achieved !

    Develop leaders to perform and guide team members in practical problem solving activities

    9 Internal | C/MPS | 8/22/2008 | Robert Bosch GmbH 2008. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

    sustainable results cannot be achieved ! p g

  • Where do we start? Analyzing the current value

    Sustainable Productivity Improvements

    Where do we start? Analyzing the current value stream

    Value stream analysis reveals many opportunities to reduce lead time, but:

    Header of section

    so many activities, what is priority?

    mainly working with averageHeader of section numbers. Fluctuations are notaddressed systematically

    constant workflow (standards) not achieved, leading to insufficient cost reduction and frustration of team members

    10 Internal | C/MPS | 8/22/2008 | Robert Bosch GmbH 2008. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

  • Where do we start? Leveling is key!!

    Sustainable Productivity Improvements

    Where do we start? Leveling is key!!

    Start improvement activities on process next to

    IMS4

    LOG

    Fertg steuereron process next to customer (pacemaker) !

    pacemaker process isconnecting all processes

    77.000 Kunden

    Kundentakt sec/St3,7

    Abholfrequenz /Tag

    Zulieferer

    600

    Fertigungs-steuerung

    Fertg.-steuerer Vorfertigung

    Fertigungsplan mit Linienbelegung Kommutatorlager

    KT sec2,1pct sec1,6OEE %84

    Anzahl MAE1Anzahl MA /Sch Teamleiter

    Werkstatt-Lieferplan

    connecting all processesfrom suppliers, fabricationwith customers

    pacemaker stability is key

    46415.000

    Abholfrequenz /Tag

    Endmontage D1

    KT sec3,7

    pct sec3,0

    Planetengetriebe

    KT sec

    Versand

    Zykluszeit secValue

    Anzahl MA / Sch.4

    2089.600 1.500Restmengen

    Teamleiter2,3

    pct sec4,8OEE %70

    Anzahl MAE3Anzahl MA /Sch

    Polgehuse

    KT sec3,8pct sec4,0OEE %79

    Anzahl MAE2Anzahl MA /Sch3

    Fertigungs-reihenfolge D1

    V dStoffeingangpacemaker stability is keyto achieve cost reductionsin the value stream

    without pacemaker stability

    OEE %74,1

    Umpacken

    Zykluszeit sec

    Anzahl MA1

    Schichten

    Taktzeit sec3,6Anzahl MA15Schichten3

    OEE %Anzahl MAE

    Anzahl MAE 1

    Anzahl MA 15

    Schichten 3OEE %

    Anzahl MAE

    168

    Ankerfertigung

    KT sec2,5pct sec11,4OEE %75

    Anzahl MAE7Anzahl MA /Sch

    Ankerwelle

    4.800

    67.000

    Versand17.800

    Stoffeingang

    345.000 .301.000

    p yimprovements will not beeffective (system collapse)

    Create stable (leveled) condition on pacemaker process first!

    Start here

    11 Internal | C/MPS | 8/22/2008 | Robert Bosch GmbH 2