lean principles for improved flexibility · 01.07.2011 · tpm worker flexibility kaizen...

GLOBAL SERVICES DIVISION

© 2006 Sanmina-SCI Corporation. Sanmina-SCI is a trademark of Sanmina-SCI Corporation. All trademarks and registered trademarks are the property of their respective owners.

Lean Principles for Improved FlexibilitySANMINA-SCI Tatabánya Global Services

KVALIKON Productivity Conference

April 9-10, 2008

Sanmina-SCI Confidential

Sanmina-SCI Today

We focus on delivering the highest-level quality, technology and service to our Customers

� 26 years of operation

� $10+ billion in annualized revenue

� 80+ plants in over 20 countries

� 13 million ft.2 of manufacturing capacity

� 48,000 employees

� Market Focused Organization

� Total manufacturing solution


Global Services Division

A long history of services expertise …

� SCI starts repairing boards for NASA in 1961

� SCI starts building CTO products for HP in 1985- Shop Floor Data Collector is born

� Repair services offered at 45 different locations

� CTO / Fulfillment services offered at every major geography

We recognized that …

� The market was demanding better service performance

� Customers were looking for partners that focused on superior delivery and quality in logistics and repair services

� Customers needed streamlined communications and simplified solutions


After-Market Support Services

Create maximum competitive advantage for our customers by delivering best-in-class

� Order fulfillment

� Configure to order

� Product support

� Repair and disposition

integrating seamlessly to deliver end-to-end solutions

Order Fulfillment & Distribution

Repair &Disposition

Global ServicesDivision Charter

CTO & 2nd Stage Mfg


Product OfferingForward Logistics

Hub Management Services� Materials Purchasing & Planning

� Hub & Inventory Management

� Inventory visibility

Distribution & Fulfillment Services� Supply Chain Optimization

� Order Planning & Management

� Order Consolidation & Inventory Merge

� Pick, Pack & Ship (Domestic & International)

� Real-time order tracking and reporting

� Custom Labels & Packaging

2nd stage manufacturing� Product Configuration (Customization)

� Complex Integration (Configured Racks)

� Installation and test of hardware, apps and images

� Asset tagging with static or dynamic data


Product OfferingReverse Logistics

Basic Technical Support� Product registration and web-based issue resolution system� Knowledge database / software downloads

Returns Management� Management of returns and repair programs� Management of 3rd party repair service providers� Advance replacement capabilities� Triage enabled facilities

Repair Services� Reverse engineering / test development and optimization� Complete materials management / tracking� Full featured diagnostics labs� System and board level repair

Disposition & Asset Recovery� EOL disposition/remarketing (WEEE)� Direct return and re-ship to the end customer


Global Repair ServicesFootprint

North America

Latin America

Europe and Middle East

Asia Pacific

San Jose, CALouisville, CORapid City, SDKenosha, WIPoint Claire, CANRaleigh, NCHuntsville, ALDallas, TXAustin, TXLaredo, TXGuadalajara, MEX (2)Campinas, BRA

Fermoy, IRLHaukipudas, FINCherbourg, FRAGunzenhausen, GERTatabanya, HGYSzekesfehervar, HGYLod, ISRDubai, UAE

Fujisawa, JPNShenzhen, PRCKunshan, PRCPathum Thani, TLDPenang, MYSSingapore, SGPSydney, AUSChennai, IND (07)

LRS Managed OperationsEMS Operations


World-class Infrastructure Support Services: Suppl y Chain Management & Global Oracle ERP

Design and Engineering

Customer

Systems Design and Manufacturing CommunicationsComponent Manufacturing

pcb fabrication pcb assembly

backplanes cables

memory modular solutions optical modules

precision machining enclosures

Customer

Logistics / Repair

Total Solution for Our Customers


Focus on Specific Key Markets

SIEMENS

microsystems

SIEMENS

LAM


Global Services DivisionCustomer Portfolio Expansion

2003 2006 200720052004 2008


� $2.5 billion products delivered/yr

� 15 million units processed/yr

� 1.3 million sqft of operating space

� 2,175 dedicated resources

Logistics and Repair Services provides integrated s upply chain solutions for customers around the world

Global Repair ServicesSize and Scope

Americas54%

EMEA41%

APAC5%


Tatabanya OperationsConsolidating as a Reverse Logistics Center

Medical Systems Repair

2008 Industrial Printer Returns Depot andDirect Order Fulfillment

Industrial Printer Repair

Wireline Card Repair

Server Advance Replacement

2007 Security Appliance Configuration,Advance Replacement and DOF

Server Refurbishment, AssetRecovery and WEEE Services

2006 PC & Laptop Refurbishment, AssetRecovery and WEEE Services

2005 Wireless System Repair


Area: 93.063 km2

Population: 10,3 M

� Within the ECC

� Directly connected to

EU Highway system

� 24h distance from major

European Hubs

� Good access to „new”

� EU ports (Koper, Triest)

HUNGARY - Europe is in Reach


Sanmina-SCI Hungary FacilitiesTatabanya Plant 2

� Building size: 22k sqm

� Production area: 12,5k sqm

� Warehouse/shipping: 4,2k sqm

� Offices area: 3,2k sqm

� Other areas: 1,9k sqm

� Dedicated staff: 250+

� ESD production area at two floors

� 13 Dock doors / 2 ramps

� Sprinkler installation

� Compressor house

� Generator

� Security System to protect physical property, intellectual property, and personnel

Certifications

� ISO 9001:2000

� ISO 14001

� TL 9000 (in process)

� OSHA 18001

� Waste Management (in process)

� M3k / Q3k

Tatabánya

� Just at the M1 highway

� 65 km from Budapest

� 1.5 hour drive from Viena



Product Offering & Technical Capabilities


Disposition & Asset Recovery

� EOL disposition/remarketing (WEEE)

� Refurbishment /Services

� Harvesting / Scrapping

� Upgrade to stock for resale

Repair

� Complete materials management / tracking

� System and Board level repair- RF and microwave expertise

- Solder Repair

- Calibration

� Repair parts planning

� Forecasting and fulfillment of Field Replaceable Unit spares (FRU)

� Global fulfillment support: Direct ship and return, bundling, and merge-in-transit

� Complete systems testing: Genrad In-Circuit-Test, customized testers , heat chambers, etc.

� Lab based, full featured diagnostics

Sanmina-SCI Hungary FacilitiesTatabanya Capability/Program Summary

Repair Program Offerings� Warranty verification (SANM and non-SANM

manufactured components� In and out-of-warranty repairs� Triage and Failure analysis� Advanced replacement

� Direct return and re-ship to the end customer � Reconfigurations, Refurbishment and

Upgrades� Recycling - WEEE/product cannibalization� 3rd party supplier RMA/Repair management� After hours order processing service (24-7)

� Performance trends and reporting

Returns Management� Management of returns and repair programs� Advance replacement capabilities� “Localized” Triage enabled facilities


Capabilities - Technical

Tatabanya Logistics and Repair Centre has a technically diverse pool of resource of over 250 people. Technicians and engineers, dedicated for testing, repairing, process support. Warehousing, logistics, inventory and quality support.

Competences

� Wide range of hi-tech skills set

� Experience with existing telecom and PC products

� Tester maintenance, calibration knowledge

� Transfer of technology expertise

� Process improvement skills

Product Experience

� PC and Printer products

� Telecommunication products

� Digital and Analog technology

� RF / Wireless product repair experience

� Broadband / narrowband products skills


Capability - Engineering Support

Product and Process Engineering Support

� ECO handling via customer interface� Product documentation and instructions for

production� KPI monitoring and analysis

� Repair process development, tooling management

FA Engineering Support

� FA engineers provide continuous training for technicians with their extended experience in RF and microwave products

� Dedicated FA Engineers support product debugging

� Failure analysis and debug improvement

Test Engineering Support

� Test engineers ensure high level of tester availability for production

� Equipment maintenance management� Test system and equipment calibration


Personal Personal ComputersComputers

ServersServers

A few examples of current products

Telecoms ProductsTelecoms Products3G, DSL3G, DSL……

PrintersPrinters



Lean principles applied for Improved Services


QCD – Seven Measures vs. Service Ind.

Seven Measures(SMMT – Industry Forum)

RFTOT (%)Right First Time

On Time

Looping: 3.3

BASELINE TARGET

OTD: 75% Dev.: 25%

PP: 65% Dev.: 30%

Looping:: 2.5

OTD: 85%Dev.:15%

PP: 90% Dev.: 10%

Eraned/Paid (%)

APPLICABLE


100%

BASELINE TARGET

100%

16 turns

120%

130%

+20 turns

N/A N/A

APPLICABLE

QCD – Seven Measures vs. Service Ind.


Problem Statement & Scope

Problem Statement

Line efficiency is below the expectation due to:

� Weak responsiveness to volume fluctuation,

� Direct workers training (cross) is not efficient,

� Inefficient production planning & control

� Insufficient baseline measurements and standard time records,

� Processes are loosely defined, work instructions are not always clear and legible,

� Wastes all over the process:� Overproduction (sub processes)

� Line imbalance

� Walking long distances

� Queuing at WH

� Multiple administration (traveller, xTO, SFDC, pick slip, test report)

Scope� Evaluate baseline efficiency data, select the vital few product lines

� Prepare VSM for key product lines, run Lean Audit & identify the wastes

� Improve the line efficiency by elimination of MUDA

� Standardizing processes and modify layout accordingly (VSM future state)

� Developing efficient production planning and control measures


Lean Self Assessment

5

4

3

2

1

0

5 S Housekeeping

Visual Controls

Poka Yoke

TPM

Worker Flexibility

Kaizen Improvement

Balanced Production

Prod. Scheduling

Standard Work

Focused Factory Score(50 Possible)

24

0

5

10

15

20

25

30

35

40

45

50

Lean Improvement Road Map Assessment Nokia TRXx Line4/15/2006

5

2

3

4

1

0

Target - World Class


Problem Statement - Ihikawa Diagram


Problem Statement - Affinity Diagram


Efficiency Improvement Plan

HRC Repair Efficiency Plan

20%

30%

40%

50%

60%

70%

80%

90%

100%

$1.00 $10.00 $100.00 $1,000.00

Material Cost/Unit

Eff

icie

ncy

TARGET

1. ALCx productivity improvement by 25%2. TAUx material cost decrease by 15%3. Shift rotation review (5% cost reduction)4. AACB>AAZF efficiency up by 50%

1. Stalilize process flow based on mix2. Improve the work ballancing 3. Module repair support and training4. Layout change and visibility

1. Cannibalization2. Module rep eff.3. Tech training

1. ATLCx training - volume2. Teser availability impr.3. Cross training

1. Soldering training2. Tester capacity ut.3. Tech training

1. Cross training2. Work combinantion3. ...


The Plan – Executive Summary

� Process Flow review and practical validation

� Standard Worksheet (Spagetti) perparation for main lines

� Time Observation for all (sub)process job elements. 12 units each shift eack subprocess

� Work Combination for all subprocesses

� VSM preparation for major product lines (current state review)

� „7 Waste” identification- Overproduction and early production producing over repair orders.

- Waiting hanging around, idle time (time when no value is added to the product) .

- Transportation handling more than once, delays in moving materials, unnecessary move or handling.

- Inventory - unnecessary raw materials in stores, work in process (WIP), & finished stocks .

- Motion - movement of equipment or people that add no value to the product .

- Over-processing - unnecessary processing or procedures (work carried out which adds no value)

- Defective units producing or reworking scrap

� Improvements Action list, job assignments and tracking

� Workload Ballancing and VSM future state

� Periodic review of Improvement Results

� Sustain the gains and deploy to new programs


Spagetti - Example

Manager or Team Leader (Section A) Area or Process Name (Section B) TALK Person Preparing This Sheet (Section C)

Quality Check

Safety Precaution

Standard Work in process

Takt Time Required Output Net Time Operator Number

10 20

30 50

90

115

80

120

40

55

110

90 NFF 15%

60 70

70%

Tuning

30%


Layout Modification – Example Guadalajara


Business Process Review – 2006 November

Unit receiving

XTO ORACLE SFDC EXCEL / MANUAL

RMA file fromXTO report

Sales OrderEntry side

SFDC movePRETEST

AWIPPaper Traveller

Paper Traveller

Paper Traveller

Paper Traveller

SFDC moveUPGRADE

SFDC moveREPAIR

SFDC moveFUT

XTO CompletiionFinal Rep. Result

Inventory Trans.To WIP

XTO ComponentBooking

Repair Report

Sales OrderBackend Side

Work OrderOpen and BF

Shipping CheckWith Macro

OBA CheckWith Macro

Packing SlipWith Macro

SubinventoryTransfer and

Release

Invoiving

Legend:

WIP

BusinessVA

NonVA

ValueAdd


DESIRED ARCHITECTURE – 2007 Feb.

TTBY LRS Proposal

Serial number is the driver

Single unit Jobs

WO handling at backend

Error proofing in the process

BPR approach

XTO driven solution

Business process in focus


Productivity Evolution – 2007 Mar - Aug

Indirect Labor Producticity Evolution

-25.00

-20.00

-15.00

-10.00

-5.00

0.00

5.00

10.00

26-M

ar

2-A

pr

9-A

pr

16-A

pr

23-A

pr

30-A

pr

7-M

ay

14-M

ay

21-M

ay

28-M

ay

4-Ju

n

11-J

un

18-J

un

25-J

un

2-Ju

l

9-Ju

l

16-J

ul

23-J

ul

30-J

ul

6-A

ug

13-A

ug

Time

FT

E

Indirect Labor Producticity Evolution

-25.00

-20.00

-15.00

-10.00

-5.00

0.00

5.00

10.00

26-M

ar

2-A

pr

9-A

pr

16-A

pr

23-A

pr

30-A

pr

7-M

ay

14-M

ay

21-M

ay

28-M

ay

4-Ju

n

11-J

un

18-J

un

25-J

un

2-Ju

l

9-Ju

l

16-J

ul

23-J

ul

30-J

ul

6-A

ug

13-A

ug

Time

FT

E


Delivery Preformace Evolution

Product "A" TAT after improvement15

.5 17.0

16.2

17.0

25.6 27

.3

34.2

25.5

25.0

25.6

31.4

37.9

35.1 36

.8 40.2 41

.7

37.8

33.9

27.2

18.9

14.1

10.5

6.0

5.5

4.3 6.

6

5.4

5.3

4.4

0

10

20

30

40

50

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29weeks

days

D to D Target RepairProduct "A" TAT after improvement

15.5 17

.0

16.2

17.0

25.6 27

.3

34.2

25.5

25.0

25.6

31.4

37.9

35.1 36

.8 40.2 41

.7

37.8

33.9

27.2

18.9

14.1

10.5

6.0

5.5

4.3 6.

6

5.4

5.3

4.4

0

10

20

30

40

50

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29weeks

days

D to D Target Repair


Aging Projection – Product transfer ‘07

R&R's Aging

1 1 1 8 1 4 1 1 1 1 1 1

369 369

267

233215

198

120

9685

75

44 39

134 134

111 11190

40

67 6252 45

33 29

100 100 96 102 93

4

8572

46 44 41 38

0

50

100

150

200

250

300

350

W26 W27 W28 W29 W30 W31 W32 W33 W34 W35 W36 W37 W38 W39 W40 W41 W42 W43

Wks

Day

s

0

50

100

150

200

250

300

350

Q1

Min

Max

Q3

Average

Median

Goal

R&R's Aging

1 1 1 8 1 4 1 1 1 1 1 1

369 369

267

233215

198

120

9685

75

44 39

134 134

111 11190

40

67 6252 45

33 29

100 100 96 102 93

4

8572

46 44 41 38

0

50

100

150

200

250

300

350

W26 W27 W28 W29 W30 W31 W32 W33 W34 W35 W36 W37 W38 W39 W40 W41 W42 W43

Wks

Day

s

0

50

100

150

200

250

300

350

Q1

Min

Max

Q3

Average

Median

Goal


Testers Gage R&R – Looping investigation

LOCATION Plant Sanmina-SCI Tatabanya LRS Dept: Production Date: 2006.02.05PART Part number: 465389a....203 Part description TRXD 12

Drawing number n/a Eng. chg. level n/aTOOL Tool number n/a # Cavities n/aDIMENSION Description Mean Transmitted RF carrier power - Power level 0 Units Shopfloor passed units

SPEC 45.75 PLUS 0.75 MINUS 0.75Lwr Spec Limit 45.0 NOMINAL 45.75 Upr Spec Limit 46.5

HISTOGRAM WITHOUT LIMITS HISTOGRAM WITH LIMITS LSL USL

45.0000 46.5000

Chart Title

1

3

10

8

21 1

8

12

2 2

0

2

4

6

8

10

12

14

45.0

29

45.1

51

45.2

73

45.3

95

45.5

17

45.6

39

45.7

61

45.8

83

46.0

05

46.1

27

46.2

49

0 0

12 12

9

16

10 0

0

2

4

6

8

10

12

14

16

18

44.5

50

44.8

50

45.1

50

45.4

50

45.7

50

46.0

50

46.3

50

46.6

50

46.9

50

DESCRIPTIVE STATISTICS VALUESNumber of readings 50Lower spec limit (LSL) 45.0000Nominal 45.7500Upper spec limit (USL) 46.5000Total sum 2,282.5600Average readings ( X ) 45.6512Maximum 46.3100Minimum 45.0900Readings below LSL 0Readings above USL 0Average Range (R) 0.4784D2 Value n = 2 1.1280Upper capability index (CPU) 0.6671Lower capability index (CPL) 0.5118Capability index (Cp) 0.5895Process Capability (Cpk) 0.5118Capability ratio (CR) 1.6965Std Deviation (n-1) 0.3506Std Deviation (n) 0.3471Variance (n-1) 0.1229Variance (n) 0.1205Performance index (PP) 0.7130Performance ratio (PR) 1.4025Performance index (P pk ) 0.6191

Attributive Gage R&R Start Time Tester1 (974) Result Tester2 (1000) Result Tester3 (466) Result

6:54 Unit1 pass Unit1 pass Unit1 pass7:24 Unit2 pass Unit2 pass Unit2 pass7:53 Unit3 fail Unit3 fail Unit3 pass8:24 Unit4 fail Unit4 pass Unit4 pass8:55 Unit5 pass Unit5 pass Unit5 pass9:34 Unit6 pass Unit6 pass Unit6 pass

10:04 Unit7 pass Unit7 pass Unit7 pass10:34 Unit8 pass Unit8 pass Unit8 fail11:04 Unit9 fail Unit9 fail Unit9 fail11:31 Unit10 fail Unit10 pass Unit10 pass


TAT analysis - project example

0

10

20

30

40

50

60

WK701 WK703 WK705 WK707 WK709 WK711 WK713

AVG TAT Target

0

10

20

30

40

50

60

WK701 WK703 WK705 WK707 WK709 WK711 WK713

AVG TAT Target

0,0%

10,0%

20,0%

30,0%

40,0%

50,0%

60,0%

70,0%

80,0%

90,0%

100,0%

WK701 WK703 WK705 WK707 WK709 WK711 WK713

SLA Out of SLA (>30CD)

0,0%

10,0%

20,0%

30,0%

40,0%

50,0%

60,0%

70,0%

80,0%

90,0%

100,0%

WK701 WK703 WK705 WK707 WK709 WK711 WK713

SLA Out of SLA (>30CD)


HIBAELHÁRÍTÓ4 órán belül

1 / 2

Gép neve, száma :

Gép helye :

Gép felel ıse :

KARBANTARTÁSI MUNKALAP

Munka típusa:MegelızıFejleszt ıHibaelhárítóProjectEllenırzés

HIB

AÉ

SZL

ELV

E

MU

NK

A-

KE

ZDÉ

S DÁTUM :

DÁTUM :

ÓRA/PERC :

ÓRA/PERC :

S.sz.

HIBA LEÍRÁSA :

Karbantartás vez.vagy megbízottja :

DÁTUM :

Szükségesalkatrészek

státusa

1.2.3.4.5.

MechanikaiElektromos ProgramProbeEgyéb

Munka fajtája:

SZÜKSÉGES ALKATRÉSZEK :

Alkatrész neve Cikksz. ME Felhasznált VisszaSz.

1.

2.

3.

4.

5.

KiadvaPO küldve

Sorszámot beírni!

Gép információkat

kitölteni

Megfelelı fajta, ill. típust megjelölni

Idıt pontosan

feljegyezni

A hiba rövid leírása, nem az okot, vagy az

ellenintézkedési ötletet beírni!

Raktártól igényelni alkatrészt, a használtat

visszaküldeni!

Karbantartás tölti ki!


TervszerőMegelızı

Maintenance „T” Card – Top side


2 / 2

Dátum :

Mérnök/Technikus:

Dátum:

ELVÉGEZVEA HIBA OKA

Ref. egységPC program Présleveg ıMunkabiztonságiEgyéb

GÉ

PÁ

TA

DV

AM

UN

KA

BE

-F

EJE

ZVE DÁTUM :

DÁTUM :

ÓRA/PERC :

ÓRA/PERC :

Igényl ı/Vezetı

JAVÍTÁS LEÍRÁSA :

QC vezetıvagy megbízottja :

DÁTUM :

QC engedélykell?

KopásSzennyezıdés Csatlakozó(k) Elektromos hibaBeállítás, kalib.

MUNKARÁFORDÍTÁS :

Dolgozó neve Kódja Befejezés Óra/PercSz.

1

.

2

.

3

.

4

.

IGEN

NEM

MEGELİZÉS :

Kezdés

Megjegyzés:

Mőszakvezetıellenjegyzése

Gyártómérnök ellenjegyzése

Javítás rövid összefoglalása

Hiba ok (lehetséges) és

megelızés

Munkaráfordítás lejelentése

QC tölti ki! Ha kell engedély

Munka elvégzésének

lejelentése

Gyártásnak visszaadva

KKöövetkezvetkez ıı ll ééppéések:sek:

1. Hibanapló kitöltése2. Állásid ı és hiba ok

átvezetése a napi jelentésbe

3. KAIZEN Lap kitöltése, ha fejlesztés történt

4. „T” kártya vissza a falitáblára



TervszerőMegelızı

Maintenance „T” Card – Bottom side


TPM Dashboard for Problem Visualization

DTRU Dx200 TALK ULTRA 3G AXU/IFU2G

(2g, BCFA, DE21)

S12 LITESPANBASS

Hétfı

Kedd

Szerda

Csüt.

Péntek

Kész

FIF

O

Piros és sárga üres„T” kártyák

Kitöltött piros és sárga

„T” kártyák

Lezárt piros és

sárga „T”kártyák

TMK kék„T” kártyák2007.10.01-

tıl


KPI Dashboard – Example Tatabanya

Shareholder VA.

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

Q1 Q2 Q3 Q4

Capacity Saturation

Labour Efficiency

-

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

07 07 07 07 07 07 07 07 07 08 08 08

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

Hours Worked

Total Pieces

Stock Coverage

0

100

200

300

400

500

600

700

800

Beginning

Stock

Orders Production

Plan

Final Stock

Top 5 Repair Volumes

Product "E"

Product "C"

Product "D"

Product "B"

Product "A"

0.0 0.2 0.4 0.6 0.8 1.0Thousands

Raw Mat. Forecast

0.5k

1.0k

1.5k

2.0k

2.5k

3.0k

3.5k

4.0k

4.5k

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

07 07 07 07 07 07 07 07 07 08 08 08 08 08 08

Material A 3 months = 11.4k

Material B 3 months = 3.9k

Material C 3 months = 3.1k

Material D 3 months = 4.2k


KPI Dashboard – Example Guadalajara


Beadás dátuma :

Beadó :

Aláírás :

MUNKATÁRSIÖTLET

MUNKATÁRSIMEGJEGYZÉS

Bevezethet ı ?

IGENNEM

Bevezetés határideje :

Mellékletekszáma :

BE

VE

ZET

VE

BE

VE

ZET

ÉS

IGA

ZOLV

A DÁTUM :

DÁTUM :

Aláírás :

Aláírás :

S.sz.

ÖTLET / MEGJEGYZÉS LEÍRÁSA :

GYÁRIGAZGATÓvagy megbízottja :

DÁTUM :

SZAKTERÜLETIELEMZÉST

KÉREK

1.2.3.4.5.

� törekvés� lentrıl felfelé� mindenki bevonása� nem kötelezı!� minden javaslat értékes� bevezetés elıtt jóváhagyott

javaslatok

Kaizen activities: TEIAN Card


� minden bevezetett javaslat jutalmazásban részesül

� a jutalom azonnali „kp” (500 Ft-os TESCO jegy)

� pontos megfogalmazást igényel, de JUST DO IT!!

� a T- kártya 5 perc alatt kitölthetı

� „nyitott doboz” tábla filozófia

� Hetes kimutatások

ÉRTÉKELÉSBónuszt megkaptam :

Bónuszt tudomásul vettem :

Anyagmegtakarítás Minıségjavítás Eszközkarbantartás ésfejlesztés

Egészség,biztonság Környezet

Épületkarbantartás ésfejlesztés

EgyébIrodai munka javítása

Teljesítményjavítás

Költségcsökkentés

SZAKTERÜLETI VÉLEMÉNYEZÉS:Megvalósíthatóság :

Gazdaságossági számítás :

ELFOGADVA :

TOVÁBBI VIZSGÁLAT :

Dátum :

Dátum :

Aláírás :

Aláírás :

BEVEZETÉSÉRTFELELİS :

KAIZEN INDÍTÁS :

NEM BEVEZETHETİ :

GYÁRIGAZGATÓ : Dátum :

TEIAN Card – cont.


„T” Card Tracking - example

Dolgozói sz. Névpivot e Pivo pivot Pivot

001 07/01/02 258649 Konrád Péter Mérnöki munkahelyek áthelyezése J Vezetıség 07/01/02 07/01/03 ☺☺☺☺ ☺☺☺☺

002 07/01/02 256759Téczeli Mihály

Hulladékanyagok újrahasznosítása az Ultra soron

J Mérnökség 07/01/03 07/01/05 ☺☺☺☺ ☺☺☺☺

003 07/01/04 259680Fazekas László

Teljesítmény arányos munkaidı J Vezetıség 07/01/04 07/01/09 �� ☺☺☺☺

004 07/01/05 250105Juhász

MiklósnéLF-es BGA tárolása NITRO szekrényben kell történjen.

JKörmyezet-

védelem07/01/05 07/01/11 �� ☺☺☺☺

005 07/01/05 259605 Kotroczó Péter

A DX200-as soron megfelelı dokumentációk biztosítása

M Mérnökség 07/01/05 07/01/11 ☺☺☺☺ ☺☺☺☺

006 07/01/05 259357Kószó Tamás Alapvetı anyagok biztosítása J Vezetıség 07/01/05 07/01/09 ☺☺☺☺ ☺☺☺☺

007 07/01/09 259269 Kunicek Zsolt Zenehallgatás lehetıvé tétele J Vezetıség 07/01/09 07/01/09 ☺☺☺☺ ☺☺☺☺

Padok az öltözıbe Mérnökség

Leves, fızelék külön kapható legyen HR

Munkaeszközök javítása Mérnökség

009 07/01/11 259493 Kıvári Ákos www.sporoljgazt.hu J Mérnökség 07/01/11 07/01/11 ☺☺☺☺ ☺☺☺☺

☺☺☺☺

Bevezet-hetı

Jutalmaz-ható

SszKiértékel ı

(J) Javaslat/ (M) megjegyzés rövid leírása

Kiértékel-ve

Javaslattev ı Kiértékelésre továbbítva

Beadás

dátumaJ/M

008 07/01/11 07/01/1107/01/11J259535 Knapp Andrásné ☺☺☺☺


„T” Card Evaluation Follow-Up

Status of T-cards

Closed; 77; 66%

Ongoing; 19; 17%Under

implamentation; 19; 17%

Status of T-cards

Closed; 77; 66%

Ongoing; 19; 17%Under

implamentation; 19; 17%

RewardNot rewarded; 37;

32%

Rewarded; 55; 48%

Won't be rewarded; 23;

20%

RewardNot rewarded; 37;

32%

Rewarded; 55; 48%

Won't be rewarded; 23;

20%

Acceptable

103; 70%

45; 30%

☺☺☺☺ ��Acceptable

103; 70%

45; 30%

☺☺☺☺ �� Cost saving w ith T-cards

$80,108

$22,811

$0$10,000$20,000$30,000$40,000$50,000$60,000$70,000$80,000$90,000

$100,000

Cost saving/year Investment

Cost saving w ith T-cards

$80,108

$22,811

$0$10,000$20,000$30,000$40,000$50,000$60,000$70,000$80,000$90,000

$100,000

Cost saving/year Investment


� Kaizen javaslatok kiértékeléséhez

� jelentısebb megtakarítást eredményezıprojektek kezeléséhez

� jutalmazás: 500Ft � hónap dolgozója!!

Kaizen Form


The TEAM Makes it Happen….



BACKUP


WeeklyDashboard

(KPIs)

Monitor/Alert

MonthlyOperations

Review(MORe)

ContinuouslyImprove

QuarterlyBusinessReview(QBR)

Communicate & Feed Back

Closed loop, proactive analysis, feedback, and refi nement

Goals andObjectives

Set Targets

Strategy

DefineDirection

LRS MOR – Quality Operating System

Benchmarking / Standardization


MOR Agenda

KPI Review� Finance

- Gross Profit

- Gross Margin

- Net Inventory Turns

- Share Holder Value

� Business Development- Qtr to Qtr Growth

� Customer Satisfaction- OTD to Promise to Pure Lot

(Order/RMA)

- CSO and CSI Results

� Inventory- Actual Total Inventory vs Plan

- Inventory over 90 days w/o Demand

Operational Excellence � E3K Program

AR� AR Past Dues

Quality� FQA/OBA � RMA - PPM’s / Re-Returns� Scrap � Inventory Accuracy

Continuous Improvement� Six Sigma Projects� Lean Initiatives (RIE)

MORe Conclusions� Feedback� Overall Results


MOR template


Q3K /Internal Benchmarking Program

Global Intra-company Benchmarking Program : Web-based data collection used for trend analysis of all plants, company-wide.

� Each plant is ranked on 30+ common metrics; highlighting performance and driving improvement

� Metrics include multiple functional areas: Quality, Financial, Operational, Service, and Health, Safety and Employee Satisfaction.

Q3K: Corporate Quality audit of plant-level processes

� Drive global consistency and company directives

� Identify Best Practices

� Focus on Continuous Improvement


Balanced Scorecard


Customer Satisfaction Surveys

� Customer Satisfaction Index is trended

� Issues identified are used to drive our continuous improvement program

� Automatic distributions and escalation via e-mail.

� Translates into product quality improvement, improved visibility into customer issues, faster response and problem resolution.

� Automatic reporting for effective trend analysis of product issues and timeliness of response. (Reports display info by plant, by customer, by issue, by date, etc.)


Continuous Improvement Program

Lean Enterprise

� Expand assessment of lean implementation:

- Set-Up Reduction

- Implement “Pull” Systems

- Floor Space Utilization (Factory Layout)

- Cycle Time & Inventory Reduction

� 5S implementation

- Plants are measured to this goal

- Plant (internal) 5S audit and Corporate 5S audit program

� Improvement by employee involvement -Kaizen


Continuous Improvement Program

� Internal Green Belt and Black Belt Certification

� Formal Continuous Improvement Projects

� Cross Functional Project Teams

� Projects Shared Between Sites

� Project Value Verified by Finance

Six Sigma


Leader Operational Excellence

Operations Excellence Program Elements

Broad, Deep, Strong Foundations Broad, Deep, Strong Foundations

lean principles for improved flexibility · 01.07.2011 · tpm worker flexibility kaizen...

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