lean at thales - eu-japan / context a very mature product, with very little product innovation...

www.thalesgroup.com

Lean at ThalesCécile ROCHE, Corp Lean Director - Dublin, 29th May 2013

Thales Lean - Driving competitiveness - Dublin 29th May 2013

2 /2 / Problems …

Are you having PROBLEMS* in your company ?


*Problem = a gap between what we

expect (or a standard) and the reality

3 /3 / Problems ?


Inventories ?

Rework ?

Delays ?

Capacity ?

Quality ?

Product ?

Surface ?

4 /4 / Thales …

Dual markets civil / military

in all the markets we serve…Trusted partner for a safer world

Ground Transportation

SecuritySpaceDefence

Aerospace


5 /5 / Worldwide operations

Global reach, local expertise 67.000 employees in

56 countriesThales Lean - Driving competitiveness - Dublin 29th May 2013

6 /6 / and global leadership

Source: Thales estimation€14 billion in revenues, a large portfolio of products (systems, software, services, products …)

Payloads for telecom satellites

Air Traffic Management

Sonars Security for interbank

transactions

Rail signalling systems

In-flight entertainment and connectivity

Military tactical radiocommunications

Avionics Surface radarsCivil satellites


7 /7 / Problems everywhere !

Show the problem

� What we do not see does not exist.

Identify and formulate

� « What you understand well, you enunciate clearly � »

Look for the root causes

� Why, Why, Why, Why, Why? � and Why not !

Validate the counter measures

� Is it effective ?

StandardsStandards

VisualVisual

StrategyStrategy

AnalysisAnalysis

ToolsTools

RigorRigor


The lean journey ? Step by step, problem after problem

8 /8 / Cholet


ENTRY POINT : PEOPLE EMPOWERMENT / 5S

MAIN PROBLEM : INVENTORY

LEAN PRINCIPLE : RESPECT

• Equipment and Systems for

Communication and Security

Beginning of the travel : 2003Beginning of the travel : 2003

9 /9 /

ContextA very mature product, with very little product innovation (“legacy product”)

Principles•5S as a tool for empowerment

•Successive Value Stream maps to

improve the production line every 2 or

3 years

•A strong system to listen to people

Results : in 8 years

•Decrease of 11,7 M€ of Inventory (cash improvement) : -20%

•Decrease of ~4 months of coverage rate

•Sustainable improvement in term of On Time Delivery and Quality

Key success factors•High people involvement

ObjectiveContinuously reduce product price by inventory optimization

On Time Delivery Customer Returns

10 /10 / Pfortzeim


ENTRY POINT : QUALITY / JIDOKA

MAIN PROBLEM : CAPACITY

LEAN PRINCIPLE : CHALLENGE

• Defence and Security Systems


11 /11 /

ContextThe outcome of the production line for radios needed to be increased from 2400 pc/ year to 4300 pc/year

Principles•« Jidoka » : stop at the first default to

upstream quality

•Implementation of Short Interval

Management with a rigid problem Root

Cause Analysis and countermeasure

development,

•Total Production Maintenance Results •Reduction of defect rate by 90%

•Increase of process stability by 66% => productivity increase of

80%

Key success factors•First focus on quality for customer

ObjectiveIncrease of the outcome of the production line without hiring additional resources nor buying additional machine

equipment

12 /12 / Johannesburg


ENTRY POINT : VISUAL MANAGEMENT

MAIN PROBLEM : PRODUCTIVITY

LEAN PRINCIPLE : TEAM WORK

• Defence Equipment (vehicles)

• Transport and security Systems


13 /13 /

ContextA new company built on 5 small former companies, a new business model. A social environment very specific (Black

Economic Empowerment)

Principles•Focus on Teams

challenges for the overall

company

•Visual management by

teams focused on specific

challenges

Results •A new dynamics for the company

•Local problems solving

•Surface reduction for inventories 50%

Key success factors•Leaders commitment

ObjectiveUse the Lean approach first as a cohesion tool and prepare the future.

14 /14 / Irvine


ENTRY POINT : KAIZEN EVENT / VSM

MAIN PROBLEM : CUSTOMER SATISFACTION

LEAN PRINCIPLE : KAIZEN

• In-flight Entertainment and Connectivity

Beginning of the travel : 2006

With Airbus and BoeingBeginning of the travel : 2006

With Airbus and Boeing

15 /15 /

Visible results !INCREASED PRODUCTIVITY

45% to 85%

IMPROVED ON-TIME DELIVERY

30% to 99%

OVER 18,000 HOURS OF

CAPACITY SAVED


16 /16 / Koblenz


ENTRY POINT : SPAGHETTI DIAGRAM

MAIN PROBLEM : LEAD TIME

LEAN PRINCIPLE : GEMBA

• Defence and security systems


17 /17 /

ContextIntegration phase overrun (costs/time)

Principles •Walk through the process from material shipping to

material receiving in detail. (taking a typical order,

follow the path of this order and record all activities

which are done with this order (for material and

information))

•Map all distances in a 3-dimensional Spaghetti

diagram

•Simulate new situation by placing material

demanding and often performed activities closer to

the material flow

•Decide new layout (Who will sit where)Results

• Uncovering potential reduction of waste of

transportation and movement (“walking” working

days) : 89%Key success factors •Common rules for both operational team and

managers for the new layout implementation

ObjectiveOptimize team functioning for the three main value streams (main in respect of number of products)

18 /18 / Is the LEAN journey for you ?

KAIZEN

CHALLENGE

TEAMWORK

RESPECT

… GEMBA !


Is the LEAN journey for you ?

19 /19 /

Thank you for your attention…

… do you have any questions ?

lean at thales - eu-japan / context a very mature product, with very little product innovation...

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