flextech (pty) ltd

Tirisano Cluster Programme Case Study

FLEXTECH (PTY) LTD

Tirisano Cluster Programme Case Study

FLEXTECH (PTY) LTD

4/29/20042 Tirisano © Copyright 2004

Company SummaryCompany SummaryCompany Name : Flextech (Pty) Ltd

Directors : Mr. Liam Ryan (Man Dir) 50%; Mrs. Robby Ryan (Fin Dir) 50%

Location : 318 Toop Street, Despatch, Waltloo, Pretoria

Employees : 122

Annual Turnover : R17M for 2003

Contact Details : Mr. Liam Ryan

Tel : 012 803 4485

Fax : 012 803 4269

Email : [email protected]

Programme : Tirisano Cluster Programme

Duration : September 2003 to May 2004

Champion : Mrs. Robby Ryan (Director)

Co-ordinator : Mr. Herman Modise (Logistics Manager)


Company BackgroundCompany Background• Established in 1980 by Mr. Oreste Palladino• Commenced supply of handbrake cables to Nissan in 1985• Products (OE and P&A) : Number of different products =

- Handbrake cables - Tailgate holder - Accelerator cables- Spare extension valve tube - Bonnet rel cables - Bonnet electronic lock assembly- Fuel filler door release - Tooling marking

• Customers :- Ford - Daimler Chrysler - Nissan- Volkswagen - Delta - Girlock- Toyota

• Suppliers : - Tensile Rubber - PFK Electronics- PRP - Trident Steel

• Market Focus :

- Automotive (OEM & P&A)

• Quality Systems :- VDA 6 - ISO9002 - Q1- ISO TS 16949 - QS9000

• Established in 1980 by Mr. Oreste Palladino• Commenced supply of handbrake cables to Nissan in 1985• Products (OE and P&A) : Number of different products =

- Handbrake cables - Tailgate holder - Accelerator cables- Spare extension valve tube - Bonnet rel cables - Bonnet electronic lock assembly- Fuel filler door release - Tooling marking

• Customers :- Ford - Daimler Chrysler - Nissan- Volkswagen - Delta - Girlock- Toyota

• Suppliers : - Tensile Rubber - PFK Electronics- PRP - Trident Steel

• Market Focus :

- Automotive (OEM & P&A)

• Quality Systems :- VDA 6 - ISO9002 - Q1- ISO TS 16949 - QS9000


OrganogramOrganogram

Managing Director

Financial Manager Logistical Manger Stores Manager P/Shop Manager Assembly Manager M/Shop Manager Quality Manager

Plant Manager

Debtors Creditors Purchasing Supervisors Supervisors SupervisorAssistant Quality

Manager


Results Summary at end Mar 04

Results Summary at end Mar 04

• 90 Red Tags found of which 70 Eliminated

• 162 Wastes identified of which 119 eliminated

• Majority waste is stock

• 80 People Trained in 5C and 7 Wastes out of 122 Staff

• 2 hr Changeover time brought down to under 30 min on priority press

• 18% Delivery Schedule Achievement improved to 80% in Press Shop

• 90 Red Tags found of which 70 Eliminated

• 162 Wastes identified of which 119 eliminated

• Majority waste is stock

• 80 People Trained in 5C and 7 Wastes out of 122 Staff

• 2 hr Changeover time brought down to under 30 min on priority press

• 18% Delivery Schedule Achievement improved to 80% in Press Shop


Focus AreasFocus Areas• The press shop was identified as the model area for the programme

• Implement 5C and 7 Wastes in press shop

• Improve performance of press shop as a supplier to assembly

• Implement measures of performance

• Improve production planning and communication thereof in press shop

• Reduce downtime due to changeovers

• Analyse and suggest improvements for press shop tooling

• Train all staff in 5C and 7 Wastes

• Implement Visual Management

• Time studies and target setting in press shop

• Improvement of meeting structures and content

• The press shop was identified as the model area for the programme

• Implement 5C and 7 Wastes in press shop

• Improve performance of press shop as a supplier to assembly

• Implement measures of performance

• Improve production planning and communication thereof in press shop

• Reduce downtime due to changeovers

• Analyse and suggest improvements for press shop tooling

• Train all staff in 5C and 7 Wastes

• Implement Visual Management

• Time studies and target setting in press shop

• Improvement of meeting structures and content


Days spent with companyDays spent with company

• 2 Days Awareness Sessions

• 2 Days Assessment

• ½ Day Pre-diagnostics (Management Team)

• 2 Day Diagnostics (Tirisano Team)

• 13 Days Workshop (Tirisano Teams) – 10 of which AIDC

observed and supported

• 6 Days Cluster Sessions

Total Days = 25.5 ½ Days from September 03

• 2 Days Awareness Sessions

• 2 Days Assessment

• ½ Day Pre-diagnostics (Management Team)

• 2 Day Diagnostics (Tirisano Team)

• 13 Days Workshop (Tirisano Teams) – 10 of which AIDC

observed and supported

• 6 Days Cluster Sessions

Total Days = 25.5 ½ Days from September 03


Company Road Map for next 6 Months

Company Road Map for next 6 Months

• Training of All Staff in 5C and 7 Waste

• Improving Internal Measures

• Technical Training on Die Change Over

• Introduce contracted tool maker for tool design and maintenance

• Standardise Shut Heights

• Investigate new clamping methods

• Life Preventative Maintenance and Shut Down Schedule

• Training of All Staff in 5C and 7 Waste

• Improving Internal Measures

• Technical Training on Die Change Over

• Introduce contracted tool maker for tool design and maintenance

• Standardise Shut Heights

• Investigate new clamping methods

• Life Preventative Maintenance and Shut Down Schedule


Measures of PerformanceMeasures of Performance


Red Tag GraphRed Tag Graph

Red Tags at 26 March 04

020406080

100

Nov

embe

r

Dec

embe

r

Janu

ary

Febr

uary

Mar

ch

Apr

il

May

Old

er th

an2

wks

Tota

l to

Dat

e

Month

No.

of T

ags

Found EliminatedTarget


7 Wastes Graph7 Wastes GraphWastes at 26 March 04

020406080

100120140160180

Nov

embe

r

Dec

embe

r

Janu

ary

Febr

uary

Mar

ch

Apr

il

May

Old

er th

an2

wks

Tota

l to

Dat

e

Month

No.

of W

aste

s

Found EliminatedTarget

Wastes Breakdown

4%

36%

4%20%

7%

9%

20%

Overproduction

Inventory

Transportation

ProcessIdle Time

Operator Motion

Bad Quality


Number of People TrainedNumber of People TrainedPeople Trained at 26 March 04

0102030405060708090

Nov

embe

r

Dec

embe

r

Janu

ary

Febr

uary

Mar

ch

Apr

il

May

Tota

l to

Dat

e

Month

Peop

le T

rain

ed

TrainedTarget


Customer ComplaintsCustomer Complaints

Customer Complaints at 26 March 04

0

20

40

60

80

100

120

140N

ovem

ber

Janu

ary

Mar

ch

May

Month

Com

plai

nts

ComplaintsTarget


Downtime – Press ShopDowntime – Press Shop

Flextech 60T Downtime Press Shop to Mar 04

01020304050

Nov

embe

r

Dec

embe

r

Janu

ary

Febr

uary

Mar

ch

Apr

il

May

Month

Dow

ntim

e (h

rs)

Target60 Ton


Delivery Schedule Achievement

Delivery Schedule Achievement

Delivery Schedule Achievement at 26 March 04 for **deliveries to assembly

0102030405060708090

Nov

embe

r

Dec

embe

r

Janu

ary

Febr

uary

Mar

ch

Apr

il

May

Month

DSA

% DSA %Target


Top Worst Point PhotoTop Worst Point PhotoBefore

After

Before:

The Champion walks the shopfloor and photographs an area requiring improvement

After:

The team improves the area according to the training they have received


Top 5C ImplementationTop 5C Implementation

Before :

• No clear die markings

• No demarcated locations

• Obsolete dies

• Time spent searching for dies during set-up – no prioritisation

After :

• All dies clearly marked & registered

• All dies have designated location

• Only dies in use, in the production area

• Red Card system to identify next die to be loaded


Best ImprovementBest Improvement

Achieving 80% Delivery Schedule Achievement

from the press shop to the assembly area from

18%, as a result of :• Awareness Training

• Monitoring of the performance of the press shop

• Reduction of the downtime of priority machinery

• Proper communication of the production vs actuals to the staff

• Improved housekeeping

Achieving 80% Delivery Schedule Achievement

from the press shop to the assembly area from

18%, as a result of :• Awareness Training

• Monitoring of the performance of the press shop

• Reduction of the downtime of priority machinery

• Proper communication of the production vs actuals to the staff

• Improved housekeeping


ConclusionConclusion• Benefit to company

• Focus on Communication• Improved capacity of press shop• Improvement of bottleneck process• Focus on measuring of performance• Using measures of performance to focus improvement activities• Improved company sustainability• Implementation of sustainable continuous improvement programme• Adherence to training requirements and quality management system• Understanding the needs of the customer

• Cultural changes• Awareness training• Involvement from staff• New way of thinking• General buy-in for change• Positive company perspective on continuous improvement

•

• Benefit to company• Focus on Communication• Improved capacity of press shop• Improvement of bottleneck process• Focus on measuring of performance• Using measures of performance to focus improvement activities• Improved company sustainability• Implementation of sustainable continuous improvement programme• Adherence to training requirements and quality management system• Understanding the needs of the customer

• Cultural changes• Awareness training• Involvement from staff• New way of thinking• General buy-in for change• Positive company perspective on continuous improvement

•


Lessons Learned(Across the Cluster)

Lessons Learned(Across the Cluster)

• No retrenchments to be contractually agreed

• Future programmes to run for atleast 1 year per company as done in India which runs

up to 3 years

• Training of all management personnel through joint sessions prior to programme

commencement

• Enforcing preliminary measures prior to programme commencement

• Performance appraisal of participating companies throughout the programme

• Improve programme organisational structure and responsibilities

• Improve timing of monthly review meetings

• Additional involvement from STA personnel from the OEM

• No retrenchments to be contractually agreed

• Future programmes to run for atleast 1 year per company as done in India which runs

up to 3 years

• Training of all management personnel through joint sessions prior to programme

commencement

• Enforcing preliminary measures prior to programme commencement

• Performance appraisal of participating companies throughout the programme

• Improve programme organisational structure and responsibilities

• Improve timing of monthly review meetings

• Additional involvement from STA personnel from the OEM


Potential Future ProjectsPotential Future Projects

• Production planning improvement project

• Tooling assessment and improvement project

• Basic Set-Up training for setters

• Total Productive Maintenance

• Factory Layout

• Production planning improvement project

• Tooling assessment and improvement project

• Basic Set-Up training for setters

• Total Productive Maintenance

• Factory Layout

flextech (pty) ltd

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