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Lean 6 Sigma at Solar Turbines
Gary HigganbothamSolar Turbines Black Belt
April 16, 2009
Agenda• Solar Turbines \ Caterpillar
- Brief background of company and products
• The Burning Platform - Why change?
• What is 6 Sigma?- Background behind the methodology
• Lean 6 Sigma at Solar Turbines- Organizational structure, training, and project execution- Successes and lessons learned
• Solar Turbines \ Caterpillar- Brief background of company and products
• The Burning Platform - Why change?
• What is 6 Sigma?- Background behind the methodology
• Lean 6 Sigma at Solar Turbines- Organizational structure, training, and project execution- Successes and lessons learned
Caterpillar is . . .
• The world's largest manufacturer of construction and mining equipment, diesel and natural gas engines and industrial gas turbines.
• Technology leader in logistics, construction, transportation, mining, forestry, energy and electric power generation.
Caterpillar at a glance.
• 277 Company facilities• 198 Caterpillar dealers (main stores)• 1,689 Dealer branch stores• > 400 FG Wilson, MaK, Perkins and Solar Turbines Distributors• 1,437 Dealer rental outlets• 3,000+ key suppliers
Solar Turbines
• Industrial Gas Turbines
• Centrifugal Gas Compressors
• Compressor Sets, Mechanical Drives, Generator Sets
• Construction Services
Solar Turbines
• 5600 Employees Worldwide• 38 Sales / Service Offices• 16 Overhaul / Repair Centers• Presence in over 90 Countries
Agenda• Solar Turbines \ Caterpillar
- Brief background of company and products
• The Burning Platform - Why change?
• What is 6 Sigma?- Background behind the methodology
• Lean 6 Sigma at Solar Turbines- Organizational structure, training, and project execution- Successes and lessons learned
! !
The Burning Platform - Why change?
200’
• Significant culture change begins with the creation of a “burning platform”, a compelling vision of why change is needed
• An enterprise can not move forward unless the need for change is clearly established
What is the burning platform at your company?
! !
The Burning Platform - Why change?
200’
!!
The Burning Platform - Why change?
Caterpillar’s 6 Sigma Journey Began in 2001…And We Have Learned a Lot.
Quality & ReliabilitySales
Percent of Industry Sales
Agenda• Solar Turbines \ Caterpillar
- Brief background of company and products
• The Burning Platform - Why change?
• What is 6 Sigma?- Background behind the methodology
• Lean 6 Sigma at Solar Turbines- Organizational structure, training, and project exectution- Successes and lessons learned
What is 6 Sigma?
3.4 defects per million opportunities – it’s near perfection
What is 6 Sigma?
• A measurement of variation
• A method for improving our processes
• The disciplined application of statistical tools
The higher the Sigma value, the lesser the chance of defects occurring
What is 6 Sigma?
• The organizational commitment and involvement that engages and further develops your people
• The strategy for prioritizing your business opportunities
• The proven methodology and structure to manage yourprojects and deliver exceptional results
What is 6 Sigma?
Sustains the Gains
Define
Measure
Explore
Develop
Implement
DMEDI
Define
Measure
Analysis
Improve
Control
DMAIC
PROCESS OWNER
PROCE
SS IM
PROVE
MENTS PROCESS CREATION
What is 6 Sigma?BusinessPhilosophy
ProjectManagement
Proven Quality Tools
Statistical and Analytical Methods
Desired / Nominal
- +
6 Sigma Performance
Desired / Nominal
Elimination of Variation
- +
Elimination of Variation Desired / Nominal
- +
Squish
- +Desired / Nominal
- +
Scoot
What is 6 Sigma?BusinessPhilosophy
ProjectManagement
Proven Quality Tools
Statistical and Analytical Methods
• Problem Identification• Root Cause Analysis• Select Optimum Solution• Satisfy Customers
Quality FunctionDeployment
What is 6 Sigma?
In-and-Out-of-Scope ToolIn Scope
Out of scope Out of
scope
Project Scope
Goal Statement
Opportunity Statement
Business Case
Project Plan Team Members
CharterMulti-Generation Plan
Vision Generation #1Generation #2 Generation #3
Gantt Chart/Project PlanID Task Name
1 ID Customers
2 ID Needs
3 ID CCRs4 Review5 Develop Concepts6 High-Level Design7 Capability8 Design Review9 Develop Details10 Simulation11 Cost Analysis12 Design Review
13 Procurement14 Implementation
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
Qtr 4, 1999 Qtr 1, 2000 Qtr 2, 2000 Qtr 3, 2000
StakeholderCommunication
ObjectiveDesired
ResponseWhat Do
They AlreadyKnow?
CurrentAttitudes
CommunicationsChannel
Timing Who Preparesand Delivers
Communications Plan
Crea
tion
Proc
ess
Improvem
ent
Process Management
Proven Disciplined Process• Clear Objectives• Specific Deliverables• Stakeholder Involvement
PROCESS OWNERPROCE
SS IM
PROVE
MENTS PROCESS CREATION
BusinessPhilosophy
ProjectManagement
Proven Quality Tools
Statistical and Analytical Methods
What is 6 Sigma?
• Focus on the Customer• Fact Based Decision Making
• Process Focus
• Cross Functional Collaboration
• Drive for Perfection; Tolerance for Failure
Voice of the Customer
Measurements Driven
Process FocusActivityInputs Activity Output Inputs
6 Sigma is Philosophy
BusinessPhilosophy
ProjectManagement
Proven Quality Tools
Statistical and Analytical Methods
What is 6 Sigma?
ImproveSafety
Reduce Cost
Manufacturing Velocity
MaintainabilityNew
ProductIntroduction
CustomerSatisfaction
ISO
DeliveryPerformance
Product Quality
6 SIGMA
Agenda• Solar Turbines \ Caterpillar
- Brief background of company and products
• The Burning Platform - Why change?
• What is 6 Sigma?- Background behind the methodology
• Lean 6 Sigma at Solar Turbines- Organizational structure, training, and project execution - Successes and lessons learned
Lean 6 Sigma at Solar Turbines
Structure• Executive management accountability• Master Black Belts• Finance• Black Belts• Green Belts• Subject Matter Experts
Lean 6 Sigma at Solar Turbines
Black Belts• 2 year commitment• Certification • 4 projects per year• E-Tracker• Financial Reporting System• Annual Quality Award competition
Lean 6 Sigma at Solar Turbines
BB Training• 1 week per month over 4 months• Work first project at same time• Executive management support• Facilitated by MBB’s• Formal graduation ceremony with Solar President
Lean 6 Sigma at Solar Turbines
Project Teams• Sponsor• Black Belt• Green Belts• Yellow Belts / Subject Matter Experts• Stakeholders• Master Black Belt
Project Charter
! Pilot/Solution Results vs. Project Goals
! Budget and Benefits Case
! Potential Problem Analysis
! Detailed Implementation Plan
! Communication Plan
! Standards and Procedures
! Training Plan
! Key Metrics and Process Control System
! BRM
! FRS Updated & 2/6 mo control meetings scheduled
! Scheduled Transition to Process Owner(s)
! Replication Opportunities
! Variation shown graphically(Cp, Cpk, SQL)
! Performance gap(s) quantified
! Problem Statement(s)
! Process Map Analysis (bottlenecks, value-add)
! Potential Root Causes quantified and prioritized
! Root Causes ValidatedY= f (x)
! Financial Baseline approved
! BRM
! FRS Forecast Entered
! Generate Multiple Solution Ideas
! Evaluate and select solutions
! Communicate team recommendations to stakeholders
! Link solutions to root causes
! New Future State Process Map(s)
! High Level Implementation Plan
! Process Owner(s) confirmed
! Projected Benefits
! BRM
! FRS Updated
Define Measure Analyze Improve Control
" Business Case
" Opportunity Statement
" Goals
" Scope
" Team Resourced &prepared
" High Level ProjectPlan
" High Level ProcessMap (SIPOC)
" Quick Wins
" VOC Translated toCCR’s
" Communication Plan
" BRM
" E-tracker updated
" Define Y = f(x) and list your measures
" Deployment Map(s)that depict measurelocations
" OperationalDefinitions
" Data Collection plan
" Measurement SystemEvaluation
" Output Measure (Y), Baseline Performance quantified(updated in Analyze)
" Financial How/How(updated in Analyze)
" Process Owner(s) Identified
" BRM
DMAIC Tollgate Summary
Lean 6 Sigma at Solar Turbines
Voice of the Customer
The specific, precise and measurable expectation which a customer has regarding a product or service. • Mower starts within two pulls on
the cord • Mower starts with an effortless
pull on the cord not exceeding 24” in length
• Add additional menu items to the voice system (bad)
• Customer reaches correct person the first time within 30 seconds (good)
• Every design feature needed is built into the package
• The software is fully operational on the customer’s existing system
Actual customer statements and comments which reflect their perception of:
• An attribute of a product or service
• An experience with a product or service or its delivery
• An encounter or experience with a business processes or representative
“This mower is way too hard to start”
“I’m always on hold or end up talking to the wrong person”
“This package doesn’t do squat”
Critical Customer Requirements Key Customer IssueVoice of the CustomerThe real customer concerns, values or expectations regarding a product or service. Void of emotion or bias, the statement describes the primary issue a customer may have with the product or services. Describes the experience surrounding the attributes of the product or service expected or desired by the customer. Wants the mower to start quickly and painlessly
Wants to talk to the right person quickly
The software does what the vendor said it would do
Y = f(x), - Measurement Plan
YPackage Cost
YPackage Cost
X1Manufacturing Processes &
Workflow
Y X Measurement plan
X2Standard Parts &
Subassembly
YDrawing Release
Cycle Time
YDrawing Release
Cycle Time
• Total Product Cycle Time• Total Process Time • Cycle Efficiency
X1Elapsed Time
Y X Measurement plan
X2Accuracy of
Inputs
• Frequency of Rework • Pareto of Root Causes
• Time Lost Due to ReworkX3Problem
ResolutionTime
<Executing Special Requirements for Package Manifolds>
Business Managment Quality Sales Order
Engineering StructuresCustomer
PAEReviews
customer spec
PRA Released
PE Released PID in PDSWIN
IKOM
ACS sent to Project Team
PAEHandoff
to PM/PE
QECreates Initial
ITP
ME validates key long lead
items and releases
Forecast BOM
HME Releases Initial Hydro’s
(HMSTAT)
CKOM(This loop may be repeated via Customer input
throughout the project)
ACS Revision that Impacts ITP?
No
A
ITP Revisions?
No
End
QE Revises ITPYes
A
2
PM Reviews/Approves ITP
and ACS revisions
Revised ITP sent to customer3
4
QEUploads ITP to
Windchill
Yes A
Customer changes?
PE/PM/QEReviews Initial
ITP with Customer3
1
2
Yes
End
No
1
Business Risk Management
Risk Map
1
2
3
4
5
6
7
8
9
10
1 2 3 4 5 6 7 8 9 10Likelihood
Sign
ifica
nce
PeopleOperationalStrategic
Key Risk Category Risk Comments Actions Owner of Actions
Exte
rnal
Fina
ncia
l
Delayed drawing releases will increase probability of expedite fees.
- Improve efficiency of release process
- Provide ability to find lost/delayed items
- Metrics to improve process mgmt
- Project Team
- Group Managers
Peop
le
Submitters will not understand process and will not provide all required information.
- Revise process documentation
- Train submitters
- Project Team
- Group ManagersO
pera
tiona
l
Delayed drawing releases will increase probability of material shortages.
- Improve efficiency of release process
- Provide ability to find lost/delayed items
- Metrics to improve process mgmt
- Project Team
- Group Managers
Stra
tegi
c
BRM 6 Sigma Risk Action Plan Engineering Drawing ReleaseUpdated On: 3/25/09
Structures Lean Journey
Not so good to GREAT!
Packaging's Largest Supplier
Manifolds
Brackets
Business CaseSolar’s volumes were increasing in 2006 and
were to grow by 30% in 2007.
That was an additional11,000
Structures parts for 2007
Voice of the CustomerIn 2006 the Structures department struggled to
meet increased production levels; their inability to support the package takt rates put the year's financial plan at risk.
! "#$%&'($)*+&,+-#.-)/01'%21)34%$+'#(.1
Meetings, Meetings, Meetings
Monday Tuesday Wednesday Thursday FridayJuly 2006
5%%'#.- 5%%'#.- 5%%'#.-
5%%'#.- 5%%'#.- 5%%'#.-
5%%'#.- 5%%'#.- 5%%'#.-
5%%'#.- 5%%'#.- 5%%'#.-
5%%'#.-
5%%'#.-
5%%'#.-
5%%'#.-
5%%'#.-
5%%'#.-
5%%'#.-
5%%'#.-100 hours
per month !!!
Process Mapping
Freight ForwarderTrucking Company
Turbine AssemblyM.E.
Turbine AssemblyProduction Scheduler
(Marin)
ASL Coordinator
Inventory Specialist(Allen)
After Market Shipping Coordinator
(Alex)
After MarketShipping Packer
Turbine Assembly
Photographer(Joe Canales)
Ancillary Shipping Lead (Tommy)
Creates BOM for engine
Inputs something into text routing (after test items
removed from engine after test?)
Signs offCashes parts 5 M-days
from PSS date “Package Final” (Titan, Mercury, T65,
T70 only)
Cashes PA engine Loose ship parts 2 weeks from PSS date “Final Date”
Audits Loose Ship parts delivered by Stores. With
ASL Bill
Delivers parts to KM 25 Low Bay PA engine DZ
Coordinates acceptance of Loose Ship parts & T.A. parts, PM audit, Photo’s
Packs Loose Ship. Gets Weights & Dimensions Delivers W &D’s to Lisa & Veronica, or does Alex? Loads truck
Create Preliminary Pack List
Receive W&D’s from packer and forwards to TJ
Cox in Logistics
Takes Photo – Posts on-line
Receives engine, ????, eventually packs
Checks Bill of Lading and transports engine to next
location
Logistics Analyst(TJ Cox)
Lisa & Veronica
Receives W&D’s, creates shipping instructions
Contacts Switzerland of pickup date
Sends shipping instructions to Lisa & Veronica to create
the Bill of Lading, Final Pack List????
Assembles Engine, Test Cell completes test, returns
engine
Borescopes engine, ??? Buttons up, sends to paint
Creates Bill of Lading
Returned from paint Gets M.E. to sign off, install data plate
Sends Weights & Dims to Veronica & Lisa Loads truck
Contacts PM for Audit(Van Arsdale)
Pulls Floor Stock Stores in Triangle until audited by PM
PM audit
# DATE Len's off ice
LINE FLOW DAN'S OFFICE
BURN TABLE
DEBUR FORM/ BREAK
DRILL SAW IRON WORK
LID BOOTH IN RACK
WB 1
PPO In Box
WB 2
WB 3
WB 4
WB 5
Total WIP Exits MCT
1 20-Sep 108 69 72 3 2 3 0 9 4 2 2 3 0 0 1 278 13 21.382 21-Sep 82 94 105 10 0 0 0 5 5 1 7 3 0 0 7 319 13 24.543 22-Sep 67 90 102 3 1 0 0 6 4 1 5 4 0 1 5 289 7 41.294 25-Sep 67 88 106 2 3 0 0 4 4 1 4 4 0 1 4 288 20 14.405 26-Sep 83 56 91 0 2 0 4 11 4 3 7 3 0 3 3 270 11 24.556 27-Sep 88 71 92 0 3 0 1 3 4 1 6 2 0 2 4 277 21 13.197 28-Sep 89 68 61 1 4 2 0 5 4 1 3 1 0 2 1 242 24 10.08
83 77 90 3 2 1 1 6 4 1 5 3 0 1 4 280 16 21
STRUCTURES WIP
Averages
Exit Logs
What else did we find? WIP
MachineShop
Weld Booths
Hydro Test Plasma
Burn Table
Weld Booths
Supervisor’s Office
Structures Baseline
21
Baseline PerformanceBrackets
6048362412
Median
Mean
232221201918
1st Quartile 17.000Median 19.0003rd Quartile 23.000Maximum 63.000
18.506 23.054
17.672 21.000
6.683 9.970
A-Squared 3.41P-Value < 0.005
Mean 20.780StDev 8.001Variance 64.012Skewness 3.3112Kurtosis 15.4189N 50
Minimum 12.000
Anderson-Darling Normality Test
95%Confidence Interval for Mean
95%Confidence Interval for Median
95%Confidence Interval for StDev95%Confidence Intervals
Summary for C1
Demand for 80-90Brackets per day
280 Brackets in WIP
Cycle time of 20.7 days
Baseline Performance
14/day @ 7 days/wk1512963
Median
Mean
7654
1st Qua rt ile 3 .0000M e dia n 5 .5000
3rd Qua r tile 8 .0000M a x im um 15 .0000
5.0036 6 .6260
4.0000 7 .0000
2.4984 3 .6690
A-Squa re d 0.86P-Va lue 0.026
M e a n 5 .8148StDe v 2 .9720Va ria nce 8 .8330
Sk e wne s s 0.639209Kurtosis 0.160072N 54
M inim um 2 .0000
A nde rs on-Da r ling Norm a lit y Te st
95% Confide nc e Inte rv a l for M e a n
95% Confide nce Inte rv a l for M e dia n
95% Confide nce Inte rv a l for StDe v95% Confide nce Inte rv a ls
Summary for Weld booth exits Pipes
Baseline Performance
16/day @ 7 days/wk
Large GS_1C40-T70 CSMD_1MarsTitanCSMD_1Small Gen_1
50
40
30
20
10
0
Dat
a
Shortages per Value StreamMarch - August 2006
Baseline Part Shortages
700Pipe
Backlog
Variation Analysis
33Caterpillar: Confidential Green
250200150100500
Median
Mean
806040200
Anderson-Darling Normality Test
Variance 5130.118Skewness 3.3280Kurtosis 11.6178N 14
Minimum 1.450
A-Squared
1st Quartile 3.383Median 4.3403rd Quartile 34.468Maximum 273.370
95% Confidence Interval for Mean
-7.957
2.90
74.753
95% Confidence Interval for Median
3.404 34.215
95% Confidence Interval for StDev
51.925 115.391
P-Value < 0.005
Mean 33.398StDev 71.625
95% Confidence Intervals
Summary for C1
Drilling AnalysisDrilling
Analysis: Outlier due to common
cause variation.
Largest size hole required three separate drilling phases to reach proper diameter.
Outlier
26Caterpillar: Confidential Green
Coping Baseline
Program # Diameter Tools needed OldO20 2"RUN 1.5"PIPE T18 14.33O21 3"RUN 1.5"PIPE T18 14.52O22 4"RUN 1.5"PIPE T18 23.32O23 6"RUN 1.5"PIPE T18 54.02O24 8"RUN 1.5"PIPE T18 87.30O25 3"RUN 2"PIPE T18 34.17O26 4"RUN 2"PIPE T18 41.53O27 6"RUN 2"PIPE T18 36.52O28 8"RUN 2"PIPE T18 68.18O29 4"RUN 3"PIPE T18 38.14O30 6"RUN 3"PIPE T18 56.45O31 8"RUN 3"PIPE T18 72.37O32 6"RUN 4"PIPE T18 66.30O33 8"RUN 4"PIPE T18 97.24
COPINGTIME STUDY
10080604020
Median
Mean
7060504030
Anderson-Darling Normality Test
Variance 666.432Skewness 0.278043Kurtosis -0.780435N 14
Minimum 14.330
A-Squared
1st Quartile 31.458Median 47.7753rd Quartile 69.228Maximum 97.240
95% Confidence Interval for Mean
35.408
0.21
65.219
95% Confidence Interval for Median
33.612 68.396
95% Confidence Interval for StDev
18.715 41.590
P-Value 0.832
Mean 50.314StDev 25.815
95% Confidence Intervals
Summary for C1Coping
50:31 average coping time per pipe
Out of Control
3530252015
14
12
10
8
6
4
2
0
MCT BEFORE
Freq
uen
cy
Histogram of MCT BEFORE
Outlier
Bracket Cycle Time
Welded Assembly Exits
Solar Success
Safety +5Sset, sort,
shine, standardize,
sustainSafety
Employee Engagement
Order Management
WIP capsVisual Control
BoardsGreen Change Management
VelocityCycle Time reductions
Process Optimization
Response Time
Chase WasteNVA Activities
Waiting Overproducing
Rework Motion
Processing Inventory
Transportation
Structures Multi Generation Project Planv
Lean 6 SigmaIntegrity Excellence Teamwork Commitment
PSO Success
Safety +5SSafety
Employee Engagement
set, sort, shine,
standardize, sustain
Order Management
WIP capsVisual Control
BoardsGreen Change Management
VelocityCycle Time reductions
Process Optimization
Response Time
Chase WasteNVA Activities
Waiting Overproducing
Rework Motion
Processing Inventory
Transportation
Structures Multi Generation Project Plan
Lean 6 SigmaIntegrity Excellence Teamwork Commitment
PSO Packaging Value Streams
5S+1
/($')6 /%')6 /7#.%/'+.8+$8#9%)! /:1'+#.
Safety
Safety
Quality
VelocityErgonomic
;24<(0%%);.-+-%2%.'
HeijunkaScheduling
Methodology
Visual Order Management
WIP Caps
Heijunka
Over 1,200 pipes in finished goods.
Yet, Structures could not deliver the correct pipe to its customer on time.
After
Employee Lead Kaizen Event
Before
One Bin System
After
Two Bin System
Design for Manufacturability
Lean Fabrication
Gas Fuel Module
Removed 14 feet of weld per module
4,000 feet annually!
50% cycle time reduction
Gas Fuel Module
Customer Interface Panel
80% cycle time reduction
4,200 feet of
welding annually
Customer Interface Panel
Feet of welding
Labor hours
Lean Machining
1.00.80.60.4
Median
Mean
0.70.60.50.40.3
Anderson-Darling Normality Test
Variance 0.10199Skewness 1.56562Kurtosis 0.50138N 14
Minimum 0.30000
A-Squared
1st Quartile 0.30000Median 0.300003rd Quartile 0.48750Maximum 1.05000
95% Confidence Interval for Mean
0.27632
3.48
0.64511
95% Confidence Interval for Median
0.30000 0.33860
95% Confidence Interval for StDev
0.23152 0.51450
P-Value < 0.005
Mean 0.46071StDev 0.31936
95% Confidence Intervals
Summary for C1Machining CT
Reduced cycle times from 30 minutes to
30 seconds
Outlier: Uncommon sized diameter pipes
Manufacturing Engineer
Continuous Improvement Operator created a solution
for larger pipes, cycle times = 2 minutes
Machinist
=(.!>+<:%)?8
8%8)
Eliminated
daily trips
Barstow
2008
Lost opportunities dueto poor safety and anunderutilized workforce
Production or rework of out-of-specification parts
Excess raw material,work-in-processor finished goods
Excess supply beyondthe requirements ofthe next process
Lost time due topoor product flow —shortages, bottlenecks,down machines
Wasted movementmade while working
Excess movement ofwork-in-process
Work that adds no valueto the customer or business
UnusedCreativity / Capability Defects Inventory
Over Production
WaitingExcess Motion Transportation
Over Processing
Overproduction
8 Deadly Wastes
Waiting110
@:$.)'+A<%@:$.)'+A<%
"(:A<%)"(:A<%)1 #8%81#8%8
BB??CCDD//
Burn BarnBurn Barn
3EE#&%3EE#&%
/7%8/7%8
*+<<%'1*+<<%'1
MOTION
74
Processing
Hand
Writing
99% First Pass X-ray Inventory
Phase 1 Phase 2
Metrics BoardMonthly
Employee Communication
Meetings
Forum for new ideas and
feedback to sustain process
control
In 2006 the Structures department struggled to meet increased production levels; their inability to support the package takt rates put the year's financial plan at risk. The Lean 6 Sigma process improvements not only allowed Structures to get caught back up and support our 2006 volumes, the improvements have allowed Structures to successfully supported record levels in 2007, including our 2nd quarter performance of one package a day, 7 days a week, for over 100 days straight! This has been a phenomenal improvement!
DirectorPackaging Systems Operations
We have seen excellent benefits related to the Structures organization process improvements and 6 Sigma efforts. Delivery performance from the Structures department to Customer Services went from a very low 25% on time delivery in July 2006 to an outstanding 100% on time delivery in July 2007.
Manager Customer Services Project Management
Voice of the Customer
;2A%88#.-)F)/#-2+)&:<':$%)
5%%'#.-)(:$)&:1'(2%$1).%%81)
G#1'%.#.-)'()(:$)4%(4<%);3/)
HHI)E#$1')4+11)J!$+0)'%1')1:&&%11) C0&<%)'#2%)
$%8:&'#(.1)
"%1#-.)E($)5+.:E+&':$#.-) >+<:%)*$(4(1#'#(.
K5L1
Controls Assembly
Major 5S+1 Event
Offices
Central Supermarket
Floor Stock
Project Kitting
Lean Work Centers & Product FlowAfter
Off-SkidLean Work
Center
On-SkidLean Work
Center
Controls SupportLean Work
Center
Pkg. AssemblyPkg. Test
Assembled Tested
Assembled Tested
Better aligning product flow to our Customers
Panel BuildUp Panel Wiring System
Wiring1st PassTEST
2nd PassTEST Packaging
Single Piece Flow
Final Test
1st Pass Test
Cross Wiring
Panel Wiring
Panel Build Up
Kit
Pull PullPullPullPull
MotionBefore After
By implementing the material kitting operation, we eliminated internal excess motion
Results and Benefits
20
Packaging
Controls
Off-SkidOn-Skid
17
Packaging
Controls
Off-SkidOn-Skid
By changing our internal product flow we were able to change our external product flow
Before After
Results and Benefits
Results and Benefits
11
32
11
32
8.57.5
8.57.5
37 days
12 days
37 days
12 days
Results and Benefits
Controlling the New Process
PACMEMgr.Spvr.
Schedulers
8.57.5
8.57.5
13%13%11
32
11
32
6565%
87%
29%
87%
29%
37 days
12 days
37 days
12 days
67%67%
Results and Benefits
Drawing Release Project
Business CaseEngineering drawing release cycle is unclear and inefficient.
Opportunity StatementReduce labor cost, material shortages, and expediting fees.
Project GoalsImprove cycle efficiency
Clean up the process(es)
Mod
elin
g
Draf
ting
Stru
ctur
es
Com
plia
nce
Purc
hase
d Pa
rt Dr
aftin
g
Conf
igur
atio
n M
anag
emen
t
Info
rmat
ion
Tech
nolo
gy
Project Drawings x x xSource Control Drawings x x xSource Control Drawings x x x x
Specfication Control Drawings x x x xProcurement Control Drawings x x x
Project Drawings x x xProcurement Control Drawings x x x x
Project Drawings x x x xSource Control Drawings x x x x x
Specfication Control Drawings x x x xProcurement Control Drawings x x x x
Project Drawings x x x xSource Control Drawings x x x x
External Supplier x x
Structures / PSOSUR x x x
Structures / PSOSUR x x x x
External Supplier x x x
Pro-E Shop Floor Drawings x x x xCADDS Shop Floor Drawings x x x
Man
ufac
ture
d
CADDS
Pro-E
Assy
AutoCAD
CADDS
Pro-EPurc
hase
d
Word
Multiple Drawing Types and Processes
Multiple Drawing Types and Processes
D oes it g o to t he M E or straight t o CM ?
OUTPUTS : new DEF item review flag
INPUTS : New part number
Create part in Windchill , RTP,
complete initial setup , set NEW flag to Done , collect signatures for
PPRD / RFC initial submital , and prepare
dwg packet
VALUE ADDED TIME :
OUTPUTS : LOA – supplier begins work sooner
INPUTS : Lead time and need date
Initiate LOA and copy Planner and Buyer
VALUE ADDED TIME :
OUTPUTS :
INPUTS :
Make electronic documentation from supplier available
VALUE ADDED TIME :
OUTPUTS :
INPUTS :
Make log entry
VALUE ADDED TIME :
Design ServicesEntry and Exit
Log
OUTPUTS :
INPUTS :
Make log entry and complete drafting
VALUE ADDED TIME :
If Required
If Required
OUTPUTS :
INPUTS :
Create Model if required
VALUE ADDED TIME :
Pro-E and CADDS Drawings
OUTPUTS :
INPUTS :
DE back checks model /drafting
VALUE ADDED TIME :
OUTPUTS :
INPUTS :
Structures ME initiates item setup in BAAN
VALUE ADDED TIME :
OUTPUTS :
INPUTS :
DE reworks design as required per Structure’s
feedback
VALUE ADDED TIME :
OUTPUTS :
INPUTS :
Update BOM as required
VALUE ADDED TIME :
OUTPUTS :
INPUTS :
CM Group initiates release in ARP
VALUE ADDED TIME :
OUTPUTS :
INPUTS :
Review for CM requirements and create DHR entry (sys release)
VALUE ADDED TIME :
OUTPUTS :
INPUTS :
CM group puts drawing
on T: drive????
VALUE ADDED TIME :
OUTPUTS :
INPUTS :
IT checks structure , releases drawing in Windchill and sets DEF flag to Done
VALUE ADDED TIME :
OUTPUTS :
INPUTS :
CM group releases through ARP (Windchill) and sets
DEF flag to Done
VALUE ADDED TIME :
OUTPUTS :
INPUTS :
Compliance verifies certification certificates
VALUE ADDED TIME :
OUTPUTS :
INPUTS :
Make log entry and complete drafting
VALUE ADDED TIME :
OUTPUTS :
INPUTS :
Back check drawing and sign RFC
VALUE ADDED TIME :
OUTPUTS :
INPUTS :
Make log entry and add ERCC stamp to drawing
VALUE ADDED TIME :
I
WIP ________
Exits ________
Design ServicesInbox
I
WIP ________
Exits ________
ComplianceInbox
Word and AutoCADDrawings
Word, Excel and AutoCADDrawings
I
WIP _______
Exits ________
Purchase Part Drafting Inbox
Word Drawings
I
WIP ________
Exits ________
Original Submitter’s Inbox
Word Drawings
I
WIP ________
Exits ________
DraftingInbox
Pro-E DrawingsNo modeling required
Pro
-ED
raw
ings
I
WIP ________
Exits ________
Package DE Inbox
Pro-E and CADDS Drawings
Pro- E
andC
ADD
SD
rawin gs
Package DE Inbox
Pro-E and CADDS Drawings
I
WIP ________
Exits ________
Manufacturing Engineer Inbox
Pro-E and CADDS Drawings
AutoCAD and Excel
Drawings
Purcase Part Drafting Log
Drafting Log
I
WIP ________
Exits ________
Purchase Part Drafting Inbox
Word Drawings
Purcase Part Drafting Log
Pro
-Ean
dC
AD
DS
Dr a
win
gsf o
rM
anuf
actu
red
Par
ts
I
WIP ________
Exits ________
Configuration Management
Inbox
Pro-E, CADDS, AutoCAD, and Excel Drawings
Pro-E
OUTPUTS :
INPUTS :
Complete Planner portion of item setup
VALUE ADDED TIME :
OUTPUTS :
INPUTS :
Buyer gets quote from supplier and inputs item
cost
VALUE ADDED TIME :
OUTPUTS :
INPUTS :
Planner releases purchase order
VALUE ADDED TIME :
FIFO
FIFOFIFO FIFO
FIFO
FIFO
FIFO
OUTPUTS :
INPUTS :
ODS Administrator loads drawing into
Windchill
VALUE ADDED TIME :
I
WIP ________
Exits ________
Purchase Part Drafting Inbox
FIFOOUTPUTS :
INPUTS :
ODS Administrator sets DEF flag to Done
VALUE ADDED TIME :
Modeling Required?
OUTPUTS :
INPUTS :
Prepare PPRD / RFC and drawing packet
VALUE ADDED TIME :
OUTPUTS :
INPUTS :
Create part number in Windchill
VALUE ADDED TIME :
Pro
-Edr
awi n
gst h
atr
equi
rem
odel
ing
Drafting Required ?
Pro-
ED
raw
ings
ManufacturePart
ENG
ManufacturePart
NEW
ManufacturePart
PLN
PurchasedPart
DEF
PurchasedPart
PLN
PurchasedPart
PUR
PurchasedPart
NEW
OUTPUTS :
INPUTS :
Planner completes item setup and sets cost
VALUE ADDED TIME :
OUTPUTS :
INPUTS :
Structures ME sets ENG flag to Done
VALUE ADDED TIME :
OUTPUTS :
INPUTS :
Planner opens production work order
VALUE ADDED TIME :
PurchasedPart
DEF
PurchasedPart
DEFW
o rdD
rawin gs
Word, CADDS, AutoCAD, and Excel Drawings
Wor
dD
raw
ing s
D225
D258 and D403
Access file on the S : drive. Info posted (read only) in livelink for users (Ref http ://solarweb2.solar.cat.com/engstandards /
purchasedpartdrawings /index.html “Where is my drawing now” )
Manually updated daily with all items received and pending release
Dave’s LogDave’s Log Dave’s Log
Dave’s Log
AutoCADand Excel
CADDS
WIP ________
Exits ________
IT Inbox
AutoCAD drawings require a tif file from the s ubmitter
Structures ME does not keep a log of inputs. Projects are distributed evenly across the (3) ME’s. Work is processed 6 weeks prior to base lay. No official process defined for returning drawings to DE .
Minor errors in drafting corrected by Structures. Major drafting or any modeling errors are returned to appropriate person (i.e. drafter or DE )
55 items in Kanban10/21/08
S:#Depts\187\Drafting Report .xls
S:#Depts\187\Modeling Report .xls
Purchased Part Flow (s)
Manufactured Part Flow (s)
Push
BAAN Item
Review Flag
Who gets drawing packet first?What is req’d for certification?What information is required?Who authorizes release?When and how do I expedite?Where is my drawing packet?etc…
MS Word Based Purchased Parts
–
t
:
,
: –
:
:
i
All data points are median values.
/
• Time Study
• Value Add Time
• Span Time
• Cycle Efficiency
MS Word Based Purchased Parts
–
t
:
,
: –
:
:
i
All data points are median values.
/
Time Study Datan = 60
Value Add Time
(Minutes)Span
(Hours)Cycle
EfficiencyDesign Services 1 0.5 0.0667Compliance 3 1.25 0.0417Purchase Part Drafting (1) 10 16 0.0003Backcheck 5 4 0.0003Purchase Part Drafting (2) 2 3 0.0003DHR / Config Mgmt 15 3.75 0.0011Load to On Line Drawings 2 3 0.0003
Span(Calendar Days)
ODS to DEF 0.67DEF to PLN 4.32PLN to PUR 7.25
2008 Historical DataMdays
Design Services to PPD 2PPD 1
PPD to DHR 2DHR to DEF 2DEF to PLN 1PLN to PUR 6
14
Simple Process Change
–
t
:
,
: –
:
:
i
SP2 SP3 SP3 SP3SP2 SP2
Simple Process Change
–
t
:
,
: –
:
:
i
OUTPUTS:
INPUTS:
Compliance
VALUE ADDED TIME:
OUTPUTS:
INPUTS:
Design Services
VALUE ADDED TIME:
Excel
SP2 SP3SP3 SP2
• Deliver to Compliance first
• Eliminate two trips between SP2 and SP3
• Reinstate Compliance spreadsheet
Excel
Locator Tool
–
t
:
,
: –
:
:
i
OUTPUTS:
INPUTS:
Compliance
VALUE ADDED TIME:
OUTPUTS:
INPUTS:
Design Services
VALUE ADDED TIME:
Excel
• Simple VB query on desktop
• Aging file locator
• Cycle time metrics
Process Documentation
Anci
llary
Des
ign
Engi
neer
Cont
rols
Des
ign
Engi
neer
Cont
rols
Man
ufac
turin
g En
gine
er
Cont
rols
Tes
t Eng
inee
r
Expa
nded
Ser
vice
s Co
ntro
ls D
E
Hydr
o M
echa
nica
l Des
ign
Engi
neer
Pack
age
(Mec
hani
cal)
Desi
gn E
ngin
eer
Pack
age
Desi
gn E
ngin
eer
Pack
age
Man
ufac
turin
g En
gine
er
Proc
ess
Cont
rol E
ngin
eer
Retro
fit C
ontro
ls M
anuf
actu
ring
Engi
neer
GN 5.3.2-01 IDA / Promis-E Hydro Dwg Rel & Rev Ctl 1GN 5.3.2-09 MID Engineering Guidance and Definitions 1GN 5.3.2-17 Promis-E Drawing Routing Process 1GN D258-17 Anti-surge Design Drawing 1GN P.ED-07 Drawing and Software Release 1 1 1 1 1 1 1 1 1GN PEC-07 Request for CADD and Release (RFC) 1 1 1 1GN PEC-23 Release Cycle for Base/Frame Assemblies/Sub-Assemblies & Detail Parts 1 1 1WI P.EC-12 Source Control Drawing Process 1 1 1 1 1WI P.EC-22 Rev and Rel for Stand Alone Pipe Assy's 1WI P.EF-06 Piping Detail Drawing Specifications 1 1WI P5.07 Project Legal Drawings 1 1 1 1 1 1 1 1WI PEC-12 Source Control Drawings (SCD) & Procurement Control Drawings (PCD) 1
Many options?• Process Maps• Work Instructions• Guidance Notes
•Better definition and understanding of drawing release process/requirements
Process Documentation•Better definition and understanding of drawing release process/requirements
Determining Need for a Part- part searching- new part creation- configuration management
Drawing Types- decision flow- define drawing types- applications- nomenclature- procurement rules
Drawing Creation (drafting / hand markup)- when to use electronic or hand markup- instructions on how to get electronic copies- instructions on how to do markups
Release process- process flow- drawing packet contents- data requirements- expediting instructions
Training Material
Solar Product CertificationSolar Product Certification
An Overview of Solar Product CertificationAn Overview of Solar An Overview of Solar Product CertificationProduct Certification
R.K. Bostick 1-05
Solar Product CertificationSolar Product Certification
Package Hardware Certification
Requirements
Package Hardware Package Hardware Certification Certification
RequirementsRequirements
R.K. Bostick 5-05
Training for Certification DatabaseRev. 2, 3/15/07
Solar Product CertificationSolar Product Certification
Quick ReferenceQuick ReferenceQuick Reference
R.K. Bostick 5-05
• Create quick reference material
• Create links for functional departments
Lean Mechanical Drawings
• PG creates 2 drawings - Mechanical Installation Drawing
• OG creates 1 drawing - Mechanical Interface Drawing
Mech. DE Prunes Tree
Ancillary DEPrunes Tree
Mech. DECopy Standard
Add S.O. Features
Add S.O. Features
GenerateIn Crate Dwg
Generate Out Crate Dwg
Release In Crate Dwg
Release Out Crate Dwg
Pkg DECopy Standard
Enclosure DE Prunes Tree
Frame DE Prunes Tree
Pkg DEPrunes Tree
Ancillary DE Prunes Tree
Add S.O. Features
Add S.O. Features
Add S.O. Features
Add S.O. Features
Generate MID Drawing
Release MID
Design Freeze
Mechanical Drawing(s)
PGO&G
1000
800
600
400
200
0
Business Unit
Tota
l Mec
han
ical
Dra
win
g H
ours
Boxplot of Total Mechanical Drawing Hours
66 hrs
One Drawing VS Two
18
12
6
60
45
30
4.5
3.5
2.5
300
200
100
900600300
80
40
018126 604530 4.53.52.5 300200100
Mech Dsn & Dft Hours
ACS Revisions
Project Span (wks)
Total Releases
Sales Order Items
Custom Features
Dependent Variable = Mech. Design and Draft Hours
Predictor P
ACS Revisions 0.047
Project Span Time (weeks) 0.566
Total Releases 0.043
Sales Order Items 0.055
Custom Features 0.196
One Drawing VS Two - Regression
Analysis of variation after accounting for ACS Revs, Releases, Sales Order Items, and CF’s:
Factor P R-sq(adj) Impact of Different Levels
Certification .088 8.4% CE +268 / CENELEC +109 / NEC –66
Starting Equation: Total Hours = -140 + 12*(# of ACS Revisions) + 71.3*(# of Dwg Releases)
+ .97*(# of Sales Order Items) + 2.02*(# of Custom Features)
P = .002 (Model will correlate well with actuals)
R-Sq(adj) = 34.2% (34% of the variation in design and drafting hours is accounted for)
Analysis of variation after accounting for impact of Certification:
Factor P R-sq(adj) Impact of Different Levels
Custom Frame .075 6.5% Custom Frame +13.3 / Std Frame –68.7
Other factors (Custom Generator, Custom L/O Cooler, Enclosure, Fuel System, Marine, Inlet, and Exhaust) showed no statistical significance.
Final Equation: Total Hours = -275 + 12*(# of ACS Revisions) + 71.3*(# of Dwg Releases)
+ .97*(# of Sales Order Items) + 2.02*(# of Custom Features)
+ 336(if CE) +175(if Cenelec) + 82 (if custom frame)
One Drawing VS Two - Regression
PGO&G
750
500
250
0
-250
-500
Business Unit
Nor
mal
ized
Hou
rs
Boxplot of Normalized Hours
One Drawing VS Two
Content Differences
Isometric ViewsContent Differences
Isometric Views
Orientation of ventilation fans
Content Differences
• Transfer content to ‘Package Installation Guidelines’
• ! Exploded Views
Content Differences
Content Differences
Multiple views per sheet
One view per sheet
Content DifferencesElevation Views
• Single view per sheet adopted
Content DifferencesElevation Views
• Single view per sheet adopted• Changes for enclosure door swings
Content Differences
• Skid edge to device cable requirements• Content added to ‘Package Installation Guidelines’• Additional connection information added to MID
Content Differences
Supplier DrawingSolar In Crate Drawing
# ! Generator Terminal Box in MID
# Single source for information
New MID SummaryNew MID Summary• Single Mechanical Interface Drawing (MID)• Content Changes
! Exploded views• Single elevation view per sheet• Replacing enclosure door swings with ‘Stay Out Zone’
! Package component layout• Adding end device connection info to Table 1
! Generator terminal box• Adopting PG datum flags
• MIND Notes Changes• Reference to Installation Guidelines• References for cable sizes
• Refining Pro-E Drawing Simplified Rep
ConclusionConclusion
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