caso tower automotive
TRANSCRIPT
TOWER MANUFACTURING OPERATIONS
CASO DE ÉXITO
TOW
ERBACKGROUND
• Tower Automotive is a leading integrated global manufacturer of engineered structural metal components and assemblies. The company supplies the automotive industry with body-structure stampings, frames and other chassis structures, as well as complex welded assemblies for small and large cars, crossovers, pickups and SUVs.
• In the early decade of 2000, the company was declared bankrupt. It was bought by an investment fund, the new owners immediately defined Tower’s main problems, those were high inventory levels and low profitability so they started a corporate program in order to improve the company’s performance.– The transformation program included 6 Sigma and continuous improvement
• LVC was hired by Tower in 2008 to support it’s new continuous improvement program and bring fast and sustainable results to the company.
• For this purpose, LVC has intervened in the following Tower plants : one in Belgium, three in Germany, three in Italy, one in Slovakia, one in Poland, two in Brazil, one in China, one in Korea and the development of a new factory in the US.
TOW
EROBJECTIVE
Stop the leakage of negative profitability and largely reduce the inventory through a Lean Enterprise Transformation in order to provide:
Flexibilidad Inventory reduction
Improved product
cost
Improved quality
New product development
Support for the strategy of EBT* combined with
inventory reduction and market share
growth.
* Earning before tax
TOW
ERRESULTS
By the time LVC began working with Tower, the company was facing problems related with high levels of inventory and low profitability. After three years they have improved to two digits in EBT and a very low levels of inventory, much less than twenty days on hand.
Global profitability increased 11 percentage points
Global Savings: 2008 $7.6M USD 2009 $17.9M USD 2010 $21.1M USD (Estimated savings)
Productivity increased 54% in some sites in 2009*
Business increased $15M USD in some sites due to efficiency increases
Inventory reduction in some sites: 2009 77% 70.3 to 16 days 2010 43% 16 to 9 days
TOW
ERRESULTS - ASSESSMENT
POTENTIAL RESULTS
• INVENTORY REDUCTION• RAW MATERIAL - 54%• PURCHASED PARTS - 48%• STAMPED PARTS - 86%• FINISHED GOODS - 43%
• PRODUCTIVITY• LABOR - 27%• DOWNTIME - 40%
• QUALITY• REWORK - 100%
• CURRENT STATE • FUTURE STATE
VALUE STREAM MAPMANUFACTURING SYSTEMS
TOW
ERRESULTS - FLEXIBILITY SMED
17 min
14 min
12 min
6
36% Improvement
49% Improvement
1º Setup
2º Setup
3º Setup
Setup Time38’48”
Setup Time24’50”
Setup Time19’50”
TOW
ERRESULTS - PRODUCTIVITY
Before 5 Operators/Shift2 Shifts
Área Disponible
After4 Operators/Shift1 Shift60% Productivity Improvement
TOW
ERRESULTS – PRODUCTIVITY
OP10
OP20
OP30
OP40
DEPOIS 3 MO
103 PÇS/H + 103 PÇS/H DO SUB65157
Aqui é feita simultaneamente o item SUB65157
OP10
OP20
OP30
OP40
ANTES 4 MO
90 PÇS/H
PRODUCTIVITY 200%