apresentação do powerpoint - confindustria · 2020-01-20 · of kpi’s analysis by introducing...
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E FA C E C
Efacec it’s a portuguese company established 100 years ago, present in more than 65 countries, operating in the energy sector with a wide range of energy transformation solutions, systems automation and electric mobility. In the transformers sector, Efacec emphases on state of the art technology as a distinguished factor to assure its competitive advantage and
product quality. .
1
L EAN T RANSFORMATION OF LDT PRODUCTION L INE
T H E M A I N G O A L
Increase the efficiency and capacity of the LDT product line through its re-layout, decreasing operational costs and
Lead Time
T HE PROJECT
The transformation of the LDT (Large Distribution Transformers) production line consisted in redesigning layout
configuration, based on a lean diagnosis that allowed to identify process flow, identify and quantify MUDAS
(wastes) in the process ensuring the reconfiguration of the layout into an one-piece-flow waste-free line.
-89%Of cycle time
P O T E N T I A L O F T H E I M P L E M E N T E D I M P R O V E M E N T S O L U T I O N S
+6Units of transformers
(20MVA 60KV) produced
per month
Re-layout and production levelling
Increase the capacity of the LDT product line for 7
products per month
Decrease the production Lead Time
Decrease the cycle time
Increase the exploitation of human resources
Reduction of non-quality related costs
Reduction of the rate of defect at the client
Decrease of operators extra hours
Increase OTD indicator
I N C R E A S E W A S T E F O S T E R I N G E F F I C I E N C Y R I S E
+75%Line productivity
-56%Of lead time
SIPOC diagram Spaghetti diagramLine balancing and
layout
Value Stream Mapping Cyclic table
1
IMPLEMENTATION OF T OTAL PRODUCTIVE MAINTENANCE (TPM )
T H E M A I N G O A L
Increase the equipment availability through: Reduction of unplanned
stops and the elimination of breakdowns by the application of TPM;
Decentralization of knowledge concerning parts and equipment;
Increasing the team knowledge about critical components and the
reason of its criticality as well as the its typical behaviour; Analysis of
trends based on reliable data.
The implementation of TPM was mainly focused on bag cutting
section. This approach was then extended to all industrial section
of the company. The present project had a duration of
approximately 6 months and was developed/implemented through
5 phases (see diagram on the right). Moreover, to support these 5
phases the following auxiliary steps were also developed:
Historical analysis of breakdowns
Development of preventive maintenance practical
guides
Development of OPL – One Point Lesson
-70%Breakdown
request
P O T E N T I A L O F T H E I M P L E M E N T E D I M P R O V E M E N T S O L U T I O N S
+80%Reliable data for trends
analysis
TPM
Definition of new methods to plan the
interventions
Development of interaction meeting between
maintenance and production planning
departments
Implementation of Key Indicators for Preventive
Maintenance
Development of maintenance guides and
documents for a reliable analysis of the results
Development of Leadership ability and
accountability of employees and leaders
90%Of the interventions started
to be preventive rather than
corrective actions
E L I M I N A R O D E S P E R D Í C I O P A R A O A U M E N T O D A E F I C I Ê N C I A
Leadership training and department development
+60%Autonomy of
employees
Plast ic Transformat ion Indust ry
1
PRODUCTION C ONTROL SYSTEM
T HE MAIN G OAL
Increase the equipment availability through: Reduction of Setup Time; Implementation of KPI and decentralisation
of KPI’s analysis by introducing mechanisms of pro-activity for continuous improvement; Coaching teams, team
leaders and managers; Consumption control of auxiliary materials.
The Production Control System was mainly focused on bag cutting section. The present project had a duration of
approximately 6 moths and it was focused on:
Production system diagnoses
Implementation of FIFO system to auxiliary materials
Implementation of SMED in the bag cutting section
Development and implementation of Key Performance Indicators for the production section (including Setup
activities)
Development of a calculation program for the production speed according to the production capacity
Development of a system to perform the production control and analysis
90%The products started to
be controlled with
appropriate target values
P O T E N T I A L O F T H E I M P L E M E N T E D I M P R O V E M E N T S O L U T I O N S
80%Of the employees
involved in the new
Setup Procedure
P R O D U C T I O N C O N T R O L S Y S T E M
Definition of new Setup procedures.
Development of a calculation program for
production control and planning.
Implementation of a dynamic FIFO
system for consumables materials.
Implementation of indicators to production
control
Development of a leadership mindset..
System of indicators
for constant production
improvement
E L I M I N A R O D E S P E R D Í C I O P A R A O A U M E N T O D A E F I C I Ê N C I A
Leadership training and department development
95%Success in the
implementation of the FIFO
system to auxiliary materials
Plast ic Transformat ion Indust ry
1
T HE MAIN G OAL
Ensure that all the materials necessary in the assembly area are available in variety and quantity.
Ensure that all existing materials in tool cars are present in the supermarket.
Ensure that the organization of the supermarket and tool cars answer the needs.
The Project of restructuring the supply supermarket had a duration of 4 months, and it focused on the following
activities:
Diagnosis of the current state of the supermarket and tool cars
Diagnosis of comparison between the supermarket and the tool cars
Historical analysis of parts consumed during the last year
Development of a redesign proposal for the supermarket (including quantity, number of boxes and
variety of parts)
Development of a redesign proposal for the tool cars (including quantity, number of boxes and variety
of parts/tools)
Development and implementation of 5S – Supermarket and tool cars
-26%Of Stock Cost
P O T E N T I A L O F T H E I M P L E M E N T E D I M P R O V E M E N T S O L U T I O N S
100%Of the most consumed
materials are in supermarket
E L I M I N A R O D E S P E R D Í C I O P A R A O A U M E N T O D A E F I C I Ê N C I A
100% Involvement of the employees during the solution development phase
0%Lack of articles in the
Supermarket
100%The parts present in the boxes
correspond to those described
- 30%Of space occupied by the
supermarket, although, its
increase in quality of service
RESTRUCTURING THE PRODUCTION SUPPLY SUPERMARKET
Modular Bu i ld ing Indust ry
1
T HE M AIN G OAL
Ensure that the recovery of materials is performed according to the quality standards of the company
Ensure that the recoverable materials are operational when needed
Ensure that the decision-making is sustained in reliable data when the company has to decide between the
recovery of materials and use of new materials
Ensure that all stakeholders have knowledge about how the parts must be recovered
The Project had a duration of 4 months, and it focused on the following activities:
Diagnosis of recovery activities current state
Diagnosis of recovery flow current state
Definition of the new operational flow of recovery
Development of a standard organization – 5S in the area of materials for screening and storage of
materials recovered
Development of a Kanban System for recovery materials
Development of Quality Visual Standards
Development of SOP for recovery activities
+80%Control over the materials, more
used and requested
P O T E N T I A L O F T H E I M P L E M E N T E D I M P R O V E M E N T S O L U T I O N S
+90%Autonomy regarding the
sequence of recovery activities
S Y S T E M
Kanban
SOP
Quality Visual Standards
-50% Of Maintenance Cost
E L I M I N A R O D E S P E R D Í C I O P A R A O A U M E N T O D A E F I C I Ê N C I A
+85%Quality assurance of finishing
materials
100% Involvement of the employees during the solution development phase
-87 %Wasted Recoverable
Materials
D EVELOPMENT OF A CONTINUOUS FLOW OF RECOVERY
Modular Bu i ld ing Indust ry
1
PRODUCTION SYSTEM D IAGNOSIS
T H E M A I N G O A L
Identification of critical aspects
Identification of the potential for improvement (reduction of time without added value and the number of errors)
The diagnosis was focused on observation and analysis of records related to the activities developed in two
separate production of rooms, such as:
Preparation of documentation and production (materials, equipment and operators
Production Planning
Batch production (flow, operations, setup and changeover)
Closing operation (preparation of the room, cleanliness and documentation)
Through this analysis, it was possible to identify the potential for improvement related to the process
standardization, waste elimination (operations without added value), and the streamlining of filling and control the
documentation.
46%Average time of tasks
without value added,
during the production
D I A G N O S T I C C H A R A C T E R I Z AT I O N A N D R E S U LT S
39%Mean waiting time
between assembly
and packaging
phase
Characterization and activities value
• Observation of the production of 10 distinct but
common parts (Room 1)
• Observation of the process of solutions weighting
(Room 2)
• Characterization and measurement of tasks with and
without added value
• Difficulties in filling the equipment labels
• Interruption of the activity for lack of material or due
to questions during the assembly process
E L I M I N A R O D E S P E R D Í C I O P A R A O A U M E N T O D A E F I C I Ê N C I A
23%Mean Time of
interruption of
proceedings, due to
lack of material (Room 2)
27%Average time to fill the
equipment labels( Room 2 - 2 people)Cleaning Process
Difficulty in completing the production documents as well
as frequent errors in the cleaning records
Biopharmaceut ica l Indust ry
E L I M I N A R O D E S P E R D Í C I O P A R A O A U M E N T O D A E F I C I Ê N C I A 2
DEVELOPMENT OF SOLUTIONS AND ITS IMPLEMENTATION
10%Reduction of the
total time in the
production
process
95%Reduction of the
errors in filling the
equipment labels
+98%Registers of
breakdowns,
Maintenance
and calibrations
90%Stops reduction
due to lack of
material
98%Reduction of
errors in the
assembly
instructions
97%Reduction of errors
in completing the
registration of
changeover and
cleaning
T H E M A I N G O A L
Solution development regarding the critical aspects and the improvement opportunities previously identified
Solutions Implementation and its follow up
P O T E N T I A L O F T H E I M P L E M E N T E D I M P R O V E M E N T S O L U T I O N S
Biopharmaceut ica l Indust ry
After a preliminary analysis of the company’s critical points and the potential for improvement, several challenges
were proposed and their complexity analysed. Thus, 4 actions of Problem–Solving were selected with the
following themes:
Difficulty in the production process
Difficulty in completing the records of production and labels
Rework in the development of countermeasures, related to maintenance
Numerous exits of the room, due to the lack of material
In addition, 5 Quick Wins actions were selected, with the following themes:
Difficulty in maintaining the supplier's bag intact
Inconsistency between the labels of components and the assembly instructions
Difficulty in cutting the length of pipe needed
Difficulty in filling in the fields of the cleaning sheet
Difficulty in performing the changeover
All subjects were analysed by teams of approximately 4 elements, in weekly meetings with the team Erising.
During this meetings the problem was described, the root-cause analysed (5Whys), the countermeasures were
developed, an action plan defined and the solutions implemented.
1
T HE PROJECT: I NCREASE PRODUCTION EFFIC IENCY AND PROCESS
CONTROL
T HE M AIN G OAL
Increase production process efficiency, acting in layout organization, standardization of production techniques and
CAM programming of parts, and in production planning. In all circumstances assure the complete control of the
production process by developing personalized KPI crafted for the company’s reality and industry.
Preceded by a diagnosis stage that allowed to identify keywaste points, the project emphasized the following:
Production planning and control – Heijunka and Visual Management principles
Performance monitoring – development of personalized KPI
Workstations increased level of organization – implementation of 5S method
Standardization of programming methods and components production – powered by Problem Solving techniques
Up to -72%Of setup time, through layout
reorganization of workstations
I M PA C T O F S O L U T I O N S A D V O C AT E D I N T H E P R O D U C T I O N C O N T E X T
-30%Of machining time by
developing new strategies of
production planning
Process standardization
• Standardization of tool sets in the CNC equipments
• Definition of specific production process flow for each type
or part being machined
5S
• Increase space organization and cleanliness of site
• Implementation of good habits for the industry
• Developing of autonomous audition methods
+66%Increase of on-time
parts delivery
E R A S E WA S T E F O S T E R I N G E F F I C I E N C Y R I S E
Planning and control support
• Definition of new planning methods for time optimization
usage of CNC equipments
• Developing of personalized process KPIs
-33%Of average lead time
Mould Mak ing Indust ry
1
T HE PROJECT: D IAGNOSING A MOULD PRODUCTION SYSTEM FOR THE
INJECTION AND STAMPING DIE INDUSTRY
- 50%Average lead time production
time potential
D I A G N O S I S R E S U LT S
Setups
• High variability in total times of the setups
analyzed
• SID operations with high variability
• Inexistence of a standard setup procedure
• High incidence of externals tasks during setup
procedures, average of 28%
Average improvement potential of
about 47%
OEE
• Performance is negatively influenced by lack of workers education and the
inexistence of equipments maintenance procedures
• Availability is influenced by ineffective human resources management
• Equipments present high variability of OEE, rounding about 11% to 47%, with
an average of 24%
E R A S E WA S T E F O S T E R I N G E F F I C I E N C Y R I S E
Lead time
• Machining times 60% higher than the predicted by the CAM programmers
• 50% of the lead time is waiting time of parts at work stations
• Only 16.9% of lead time is added value
+17%Increase of availability
potential in the CNC
equipments
T HE M AIN G OAL
Diagnose Iberonorma’s production system, identifying its overall efficiency improvement potential (lead time reduction)
The diagnosis emphasized mainly in Iberonorma’s production system, encompassing all areas, since the CAM
programming sector till the client delivery time. The project lasted for about three monthes, in wich was possible to:
Identificy wastes regarding the equipments setup times
Analyse and identify the root causes of setup waste times
Evaluate the OEE of CNC equipments
Clearly identify wastes of regasrding work stations and the consequences on the system
0.0
50.0
100.0
150.0
200.0
250.0
300.0
Setup 18 Setup 23 Setup 11 Setup 8
Setu
p t
ime
(min
)
SMED analysis
Internal Internal with improvement potential External
Mould Mak ing Indust ry