kaizen congress presentation - mcb.rsmcb.rs/.../2017/...group-1st-kaizen-kongres-srbija.pdf ·...

NORMA GROUP • 2011-07

Kaizen Congress

Presentation

Customer Value through Innovation


Disclaimer

This document contains confidentialand proprietary information owned by NORMA Group.

Any disclosure, use, copying or distribution of this information without the express written

consent of NORMA Group ist strictly prohibited.

© NORMA GROUP SE. All rights reserved.

Delivers to more than

10,000 customers in 100 countries

NORMA Group key facts

Offers more than 35,000 innovative

joining solutions in three product

categories: Clamp, Connect, Fluid

Employees > 6,700 worldwide

Operates a global network of

more than 25 manufacturing

facilities

Numerous sales and distribution

sites across Europe, the

Americas and Asia-Pacific

Global market and technology

leader in joining technology

Headquarters in Maintal near

Frankfurt/Main, Germany

Sales of about

EUR 900 million in 2016

Listed on the Frankfurt stock

exchange since 2011 and included

in the MDAX index since 2013

28/9/2017


Global presence > 30 locations

Americas

• Brazil

• Mexico

• USA

Europe, Middle East, Africa (EMEA)

• Czech Rep.

• France

• Germany

• Italy

• Netherlands

• Poland

• Portugal

• Russia

• Serbia

• Spain

• Sweden

• Switzerland

• Turkey

• UK

Asia Pacific (APAC)

• Australia

• China

• India

• Indonesia

• Japan

• Malaysia

• Singapore

• South Korea

• Thailand

28/9/2017


Product categories

CONNECT CLAMP

FLUID

PLASTQUICK

FIX FLOW CONTROL

DRAIN

28/9/2017


Connecting everything, everywhere

Construction equipment Infrastructure & Water Management Shipbuilding

Commercial vehicles Engines Passenger vehicles

Railways Pharma & Biotech Agricultural equipment

Aviation

White goods

Wholesalers

EXAMPLES OF NORMA GROUP’S KEY END-MARKETS

28/9/2017


NORMA Serbia, Subotica

Focus of operation

• FLUID systems: urea and fuel

transportation, tank ventilation, oil cooling

system

• Quick Connectors

Production processes

• Extrusion, injection molding

Area

• Production 9,000 m²

• Storage 3,000 m²

Personnel (direct & indirect)

• Total 971

• Production 771

Awards and Certifications

• OHSAS 18001

• ISO/TS 16949

• ISO 9001,14001

Products:CVSFTSOTSTOCUTSCWSTVSUFSQuick connectors

UTS

28/9/2017


8

NEW PROCESSES:

Extrusion Multilayer

UREA HT Assembly

Extrusion Injection Molding

Steam Thermoforming

QC ProductionOven Thermoforming

UREA AssemblyFlex Assembly

28th of July 2017- Ruben Chaidez- Lean Plant Layout Bootcamp NORMA Serbia

Production processes


Plant layout


Leadership

GrowthLean

NORMA Production System, NPS

Develop our Leaders,

Teams and Associates

Improve QSIDCP

forever

Accelerate our

Organic Growth

Mor

e G

emba

Less Muda

Definition:

Without Leadership kaizen

will not sustain

Trust the

kaizen process

Observe the Real thing

Get the Real facts

“Daily Management Is About

Making not Reporting The News” Learn and Adjust,

be competitive

Define process, Reduce waste and Drive results


NORMA Production SystemWith NPS fundamentals :

Generate

ECR

Group

Analyzes

ECR

Valid

ECR?

Assign

Drafting

Resource

Generate

Changes

Approved?

Bring ECO

to Meeting

Implement

ECO

Problem

Corrected

Problem Is

Noticed

No

Yes

Yes

Customer

Cross Functional

ECO/ECR Meeting

Manufacturing

Engineering

Drafting

ECO Coordinator

No

3/14/2002

ICoils

5 days

I4600 L

2400 R

I1100 L

600 R OCT = 62 sec

D/R = 62 sec

C/O = 0

REJ = 6%

U/T =100%

2 Shifts

27, 600 sec. Avail.

OCT = 40 sec

D/R = 40 sec

C/O = 0

REJ = 7%

U/T = 100%

2 Shifts

27,600 sec. Avail.

Shipping

Staging

III1600 L

850 R

1200 L

640 R

2700 L

1440 R

Ferrous

Metals Co.

500 ft coils

Tues &

Thurs

Machine

1

OCT= 39 sec

D/R = 39 sec

C/O = 10 min

REJ = 4%

U/T= 100%

2 Shifts

27, 600 sec Avail.

OCT= 1 second

D/R = 1 second

C/O = 1 hour

REJ = 3%

U/T = 85%

27,600 sec. avail.

EPE = 2 weeks

Stamp

200 t

Weld

1

OCT = 46 sec

D/R = 46 sec

C/O = 10 min

REJ = 5%

U/T = 80%

2 Shifts

27,600 sec. Avail.

1x

daily

Sub-Assembly

1

Assembly

1

MRP

18,400 pcs/mo

-12,000 “L”

-6,400 “R”

Tray = 20 pcs

2 Shifts

Highland

Manufacturing

Sheet Metal

Housings

Current State

(Date)

Daily Ship

Schedule

Weekly Schedule TT = 60 sec.

Manchester

Avenue

6-week

Forecast

Weekly

fax

Production

ControlMRP

90/60/30 day

Forecasts

Daily

Order

5 days 7.6 days 1.8 days 2.7 days 2 days 4.5 days

1 sec. 39 sec. 46 sec. 62 sec. 40 sec.

Lead Time=

23.6 days

Process Time=

188 sec

• Voice of the Customer

(VOC)

• Transactional Process Improvement

(TPI)

• 5S

• Standard Work/Flow • Daily Management/

Visual Management

• Value Stream Mapping • KANBAN • SMED

• Kaizen Event

Basics

• Problem

Solving Process

• Policy

Deployment


NPS overview

GROWTHGrowthLEANLean LEADERSHIPLeadership

Leadership

Development

Business

ProcessDevelop DeliverDream

Associate

DevelopmentReliability Operations

Value Analysis/Value Engineering

Transactional Process

Improvement

Standard Work

KANBAN

Set-up Reduction/SMED

5S & Visual Management

Value Steam Mapping

Daily Management

Problem SolvingProcess

Policy DeploymentNPS

Immersion

Kaizen EventBasics

Introduction toNPS

Training & Facilitation (TFTI)

Presidents KAIZEN

NPS ToolCertification (MBB)

What’s unique about NPS tools / processes?

> Integrated and improved over time

> Smart usage. . .pick for highest impact

> Velocity of implementation

> Commitment to use. . .everybody’s job

> Shared across NORMA sites

> Improvement through training / training through improvement

Transactional

Voice of the Customer

Project Management

NORMA ReliabilitySystem

MeasurementSystem Analysis

Total ProductiveManufacturing

Lean Logistic KAMISHIBAI

NPS Leadership

Lean Assessment

DIVE

KAIZEN boardPoka Yoke

D-FMEAP-FMEA

QSBScrap marketplace

DF-XAssembly/Manufacturing

MSA

Gauge R&R

Insight Discovery

Lean Plant layoutand factory standards

NORMA GROUP • 2011-07© NORMA GROUP SE. All rights reserved.

• Systems and Processes are the essential building blocks of our company !

• Every facet of our business – at GEMBA, in the warehouse or in the office – is part of

our system that can be managed or improved by applying correct principles/tools !

• Our business system is designed to connect all of our organization`s intricate parts and

interrelated steps to work together for the achievment of the NORMA strategy and vision

2025 !

• Creating effective business systems often unifies the problem solving and decision

making of the organization. Many common tools and methodologies are universally

taught and expected to be utilized by all levels. The business system also encompasses

how we lead our people and connect them to the operational strategy/vision.

“When we apply defined principles and practices

to the systems and processes that deliver value

to our customers, we're creating a business

system"

28/9/2017

NBS overview

NORMA GROUP • 2011-07© NORMA GROUP SE. All rights reserved.

6. NORMA Business System tool box

GROWTHGrowthLEANLean LEADERSHIPLeadership

Leadership

Development

Business

ProcessDevelop DeliverDream

Associate

DevelopmentReliability Operations

Value Analysis/Value Engineering

Transactional Process

Improvement

Standard Workdirect+indirect

KANBAN

Set-up Reduction/SMED

5S

Value Stream Mapping

Daily VisualManagement

Problem SolvingProcess

Policy DeploymentNBS

Immersion

Kaizen EventBasics

IntroductionNBS

Training & Facilitation (TFTI)

Presidents KAIZEN

Certification (SME)

Transactional

Voice of the Customer

Lean Development

Project Management

NORMA ReliabilitySystem

MeasurementSystem Analysis

Total ProductiveManufacturing

Lean Logistic

KAMISHIBAI

NBS Leadership

Lean Assessment

DIVEexternal+internal

KAIZEN board

Poka Yoke

D-FMEAP-FMEA

ScrapMarket place

DF-XAssembly/Manufacturing

Gauge R&R

Insight Discovery

Lean layout

BreakthroughOpen Innovation

ProductLCM

Value Selling

Pricing

Customer Segmentation

Sales Forceinitiative

Intellectual Property Process

Supplier QualityDevelopment

ProgrammPurchasing Process

Commodity Management

Heijunka

AcquisitionIntegration

Strategic Planning

Budgeting

DevelopingTalent

Advanced Talent Assessment

Leadership Style

Mentoring

Bubble assignment

Recruiting & Selection

Change Management

Employee branding

Core values

Feedback culture

Compliance

GE cost savings

Factory standards

Board

Operations

HR

Business Development

Finance

Ownership NBS tool boxes

Energy conservation

Timing :August 2017 :Owners nominate NBS tool boxesSeptember 2017 :Owners define the roll out plan NBS tool boxes for 2018 - 2020October 2017 :Presentation “NBS road map 2018 – 2020” to board and approval November 2018 :Owner start to define and describe all NBS tool boxes for 2018 January 2018 :Start to roll out NBS system

NPEX

NORMAStore

Lean Admin

KornFerry

28/9/2017

SuggestionProgram

AccountsReceivable

Best Practices

AccountsPayable

Best Practices


SME certification

SME definition

A Subject Matter Expert is defined as someone who has shown

skills and proficiency in training and facilitating others in a specific

lean, growth or leadership tool and has completed the steps for

certification.

Subject Matter Experts will be able to train many others in the

understanding and application of NPS Tools.


SME certification

NPS Lean tool SME certification process

Step 1: Attend lean tool Event

Step 2: Leads event

Step 3: Leads Reviews for 3 Months

Step 4: Becomes certified as a trainer and facilitator

Step 5: Leads event at Another Site

Step 6: Leads Reviews for 3 Months


TFTI – Training and Facilitation techniques


Kaizen board

Picture


Kaizen board Norma Serbia

Picture


Concepts of lean production

JIT Production

7 waste types, KAIZEN and lead time reduction

The Kaizens follow the five-day standard sequence (i.e. Prep(Kaizen Charter),

Training, Current State, Future State Implementation, and Report Out).

ConceptCash

Marketing R&D

Product Design Production

Preparation Purchasing Manufacturing Distribution Service

Development Production Business

Systems

Traditional

24 – 48 monthsLead Time @ NORMA ?


Concepts of lean production

JIT Production

7 waste types, KAIZEN and lead time reduction

Marketing R&D


Preparation Purch. Manuf. Distribution Service

Mkt. R&DProduct

Design

Production

Preparation Purch. Manuf. ServiceDist. 6 months

48 months

Marketing R&D


Preparation Purchasing Manufacturing Distribution Service

After KaizenConcept

Cash

Speed is essential

for success

Waste reduction

Waste reduction


Software for Time analysis – Method, SMED, Line Balance

Nr.of operators 6

Cycle time 155

Available time 26100

OEE 0.85

Norm target 143

Current 123


TPI – Transactional process improvement

Current state

In the current state we identified above mentioned waste in the process steps prior to the PTR, which caused repetition of PTR‘s and long lead times.

• Quality defects in information caused missing components, capacity issues, failure of tool validation runs, success and acceptance rate failures.

• Root cause analysis for tool validation failures showed that inadequate or missing tool specification and tool acceptance protocols and lack of tool

claiming process contribute to the tool validation failure and PTR failure.

• Overprocessing and waiting affected both PT and LT

Waste detected:

• Inventory

• Waiting

• Quality defect

• Motion

• Overprocessing


TPI

Future state

By reducing and /or eliminating Quality defect, Waiting, Over processing the team managed to design and define a process where:

• Success and acceptance criteria are agreed on by all stakeholders prior to PTR

• Material , Production, Capacity planning are triggered by demand in ERP

• Tool specification, Tool acceptance protocols and Tool claim registers increase control of tool validation process and efficiency

• Operators and Trainers in Production are introduced to/ trained for the new product during tool validation and PTR

Metrics

Pre

Kaizen

Post

Kaizen

Improve

ment

Success

rate 67% > 90% 25%

Lead time 81 d 62.1 d 23.40%

Process

time 54.6 h 40.8 h 25.30%

kaizen congress presentation - mcb.rsmcb.rs/.../2017/...group-1st-kaizen-kongres-srbija.pdf ·...

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