build to schedule-guide book

BTS Guidebook for Effective Measurables

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Name of Document: Guidebook for Effective Measurables - Build to Schedule

Current Effective Date 3/05/99 Current Version Number 2.0

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1.0 12/98 Initial Release S. Rezabek 2.0 3/05/99 Revisions done in conjunction with information gathered at the GEM

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Ford Production System

Guide Book to Effective Measurables

Build to Schedule




BTS Table of Contents

WHY MEASURE BUILD TO SCHEDULE (BTS) ................................................................................................................... 7

WHY MEASURE BTS ? ............................................................................................................................................................... 9

DEFINITIONS, CALCULATIONS AND ROLL-UPS SECTION ........................................................................................ 10

DEFINITIONS......................................................................................................................................................................... 12 What is BTS? .................................................................................................................................................................... 12 What is a Product? ........................................................................................................................................................... 12 What is a BTS Evaluation Point? ..................................................................................................................................... 13 What is a schedule? .......................................................................................................................................................... 13

BTS FOR SEQUENCED BATCH OF ONE (SERIALIZED) SCHEDULES...................................................................... 14 Setting the scene for our worked example........................................................................................................................... 14 Where to collect data .......................................................................................................................................................... 15 What data to collect ............................................................................................................................................................ 17 Where to obtain data for an End Item Product ................................................................................................................... 18 Where to obtain data for an Internal Product..................................................................................................................... 18 How often to collect data & calculate BTS ......................................................................................................................... 18 The BTS calculation ............................................................................................................................................................ 19 Calculating BTS for products with a sequenced batch of one schedule ........................................................................... 20

BTS FOR OTHER (NON-SERIALIZED) SCHEDULES....................................................................................................... 21 Setting the scene for our worked example........................................................................................................................... 21 Where to collect data .......................................................................................................................................................... 22 What data to collect ............................................................................................................................................................ 24 Where to obtain data for an End Item Product ................................................................................................................... 24 Where to obtain data for an Internal Product..................................................................................................................... 25 How often to collect data & calculate BTS ......................................................................................................................... 25 The BTS calculation ............................................................................................................................................................ 26 Calculating BTS for products with a sequenced batch of many schedule ........................................................................ 27 Calculating BTS for products with a non-sequenced batch of many schedule ................................................................. 30 Calculating BTS for products with only one derivative or model ....................................................................................... 32 Calculating BTS for several products within a single non-sequenced schedule for a plant area ....................................... 34

BTS ROLL-UPS ...................................................................................................................................................................... 35 Roll-ups across time............................................................................................................................................................ 36 Roll-ups across evaluation points along a single product .................................................................................................. 38 Roll-ups across multiple products....................................................................................................................................... 38

BTS IMPROVEMENT PROCESS SECTION ........................................................................................................................ 39

STEP 1: LAUNCH PLANNING AND PREPARATION ....................................................................................................... 42 STEP 2: ESTABLISH BTS BASELINES............................................................................................................................... 43 STEP 3: CONTINUOUS IMPROVEMENT CYCLE ............................................................................................................. 43

Step 3A: PLAN Analyze data and develop action plan .................................................................................................... 43 Step 3B: DO Implement FPS tools and processes............................................................................................................ 45 Step 3C: CHECK Monitor BTS on a daily basis .............................................................................................................. 45 Step 3D: ADJUST Make any necessary changes ............................................................................................................. 46

DIVISION SPECIFIC EXAMPLES SECTION ...................................................................................................................... 47




Why Measure Build to Schedule (BTS)

SECTION

= = = = = = = = = = = = = = = = = = = = = = = = =




Why Measure BTS ? Build to Schedule (BTS) reveals how well a plant executes plans to build the right number of products, on the right day, and in the right sequence. In order for a Plant to define the right products to build, the Plants production schedule must reflect the daily demands of its Customers. Measured in this way, BTS will help Plants monitor and support the FPS Principle of Aligning Capacity with Market Demand. Build-to-Schedule measures the percentage of products that are built in the right Volume, the right Mix, and the right Sequence. VOLUME PERFORMANCE Volume Performance (i.e. production counts), is the traditional measure that Manufacturing has used to monitor their performance to schedule. The Ford Production System BTS Measurable includes a measurement of Volume Performance with some new important aspects:

= Scheduled Volumes are developed from daily Customer requirements rather than Plant requirements.

= Benchmark Schedules used in the calculation of BTS performance are fixed in advance. These schedules are not adjusted by the Plant on a daily basis.

The weekly Benchmark schedule used in the daily calculation of BTS performance may differ from actual schedules that are issued to the Plant floor. MIX PERFORMANCE The Mix component of BTS measures the percentage of product derivatives/models/types that a Plant builds on the right day. Building products on the scheduled day supports the following FPS processes and initiatives:

= The Internal Synchronous Flow process for delivering material within a Plant using a pull system.

= The External Synchronous Flow process for delivering material between supplier and Ford manufacturing facilities.

= The Elimination of Wastes due to Over-Production, excessive movement of material, and too much inventory.

SEQUENCE PERFORMANCE The Sequence component of BTS measures the percentage of those products built on the right day (i.e. built to Mix) that were also built in the right sequence. Building products in the scheduled sequence is important for the following reasons.

= Manufacturing facilities, which supply products in sequence to assembly plants (e.g. instrument panels and seats) should strive to build to sequence in a batch-of-one mode in order to avoid large finished goods inventories and wasted movement of material.

= Assembly Plants must build product in sequence in order to realize the potential material handling and reduced inventory efficiencies gained when material is supplied to the assembly process in sequence.

= Plants that build products in batches should strive to maintain their scheduled batch sequence in order to reduce WASTES due to:

= unscheduled and inefficient changeover processes, = time waiting for changeover personnel and tooling, = over-production, and = excessive movement of process tooling and product.

Of the three BTS components, building to Sequence is the most difficult to achieve. Improved Built-to-Sequence performance requires highly capable processes with high stable OEE and FTT Measurables.




Definitions, Calculations and Roll-Ups Section

= = = = = = = = = = = = = = = = = = = = = = = =

SECTION




DEFINITIONS WHAT IS BTS?

Build to Schedule (BTS) is the percentage of products scheduled for a given day that are produced on that day, in the correct sequence. BTS reflects the plant's ability to produce what it's customers want, when it's customers want it, and in the order the customers use the product.

BTS % = VOLUME % X MIX % X SEQUENCE %

WHAT IS A PRODUCT? End Item Products Products, or units, that are shipped out of the plant. Plants may group a number of derivatives or models of a Product together to form a single End-Item Product provided that the derivatives flow through the same manufacturing process and use the same control part. For example:

= all models of a vehicle should be combined into one End-Item Product of an Assembly Plant, = all models and calibrations of an Engine can be combined into one End-Item Product of an Engine

Plant, and = all models of wheel rims from a single wheel manufacturing process can be combined into one

manufacturing plant End-Item Product. Internal Products Parts, or units, that are transferred internally within the plant. Similar to End-Item Products, individual Internal Products can include a number of derivatives or models.

BTS MUST BE CALCULATED FOR

= ALL END ITEM PRODUCTS = SELECTED INTERNAL PRODUCTS FOR WHICH IT MAKES BUSINESS SENSE




WHAT IS A BTS EVALUATION POINT? A BTS Evaluation Point is the Plant floor location at which actual production counts (volumes) and actual production sequences are obtained. The BTS Evaluation Points for end-item or internal products must be located immediately after the last operation in the process used to manufacture or assemble the product. Example BTS Evaluation Points are given below.

= The BTS Evaluation Point for a vehicle (End-Item product) in an assembly plant is located at the end of the Final Line. The BTS Evaluation Point for a painted body (Internal Product) is at Paint spill-out.

= The BTS Evaluation Point for an assembled engine (End-Item product) is located at the end of the engine assembly line after engine hot test. The BTS Evaluation Point for pistons (Internal Product) is after the last operation in the piston machining/assembly line.

WHAT IS A SCHEDULE? BTS Schedules for Plant End-Item products should have the following characteristics:

= defines the daily volume and sequence, if applicable, requirements = specifies, when applicable, the batch sequence of products or the serial sequence of individual units = is developed from, and reflects, daily Customer requirements = is fixed over a reasonable period of time (i.e. if any changes are made to the schedule by the

customer within 5 days of production, then these changes are not made to the benchmark schedule used in the BTS calculation)

BTS Schedules for internal products should be derived from the End Item schedules. Note that, when SMART systems are in place for internal products, it is not seen as necessary to calculate BTS figures.




BTS FOR SEQUENCED BATCH OF ONE (SERIALIZED) SCHEDULES SETTING THE SCENE FOR OUR WORKED EXAMPLE A sequenced batch of one schedule is where each unit is allocated a unique identifier (e.g. the VIN or Rotation Number within Vehicle Assembly plants), and each unit is scheduled to be produced in a predetermined sequence. To illustrate the method that should be used to generate a BTS figure for a product with this type of schedule we will use examples from a hypothetical vehicle assembly plant. The purpose of this exercise is to show: = where to collect data = what data to collect = where and when to obtain the data = how often to collect data = how to calculate BTS Our example plant produces both Fiesta and Puma vehicles through a single assembly process, and the Focus through another. To provide examples of the calculation of BTS for both end-item and internal products, we have shown the Focus engine dress line. This assembly plant feeder line prepares engines (an Internal Product) before they are decked into the vehicle (an End-Item Product) on the main vehicle assembly line. Figure 1

Start ofFiesta/Puma

Process

Product Flow

Product Flow

Start ofFocus

Process

End ofFiesta/Puma

Process

End ofFocus Process

Body Paint Trim Final


Engine Dress Line




WHERE TO COLLECT DATA Data used to calculate BTS should be obtained at designated BTS Evaluation Points (BTS EPs) along the manufacturing process of a product. BTS Evaluation Points should be established at the last operation of any process where the BTS could be impacted (i.e. where there is a chance to influence the number of OK units produced, when they are produced, or the sequence in which they are produced). BTS EPs will likely be shared by several work groups and supporting areas involved in the production of the product covered by the Evaluation Point. For an End Item Product A BTS Evaluation Point should be established at the last operation of every End Item product within the plant. In our example plant, this means that we need:

= 1 BTS Evaluation Point at the end of the Fiesta/Puma process (see point A in Figure 2). = 1 BTS Evaluation Point at the end of the Focus process (see point B in Figure 2)

For an Internal Product BTS Evaluation Points should be established for internal products when it makes business sense to do so. Typically these points are located where production counts are taken, or at the end of a sub-process within the plant. These are important in order to pinpoint exactly where there are opportunities to eliminate waste throughout the production-cycle of the product. In our example plant, we will choose 2 BTS Evaluation Points for internal products:

= 1 BTS Evaluation Point at the end of Engine Dress, just prior to the engine being matched to the vehicle, within the Fiesta/Puma process (see point C in Figure 2)

= 1 BTS Evaluation Point at Paint Spill-Out, just after the vehicle has been painted, within the Focus process (see point D in Figure 2)

Caution: Establishing BTS Evaluation Points for Internal Products will require a SCHEDULE for the segment of the manufacturing/assembly process covered by the BTS EP. For example, a Paint Department sequenced batch of one BTS requires a sequenced schedule of daily Paint department units. Creating new plant floor schedules for Internal Products is NOT RECOMMENDED if the work groups using the proposed BTS measurable have little opportunity to influence the volume, mix, or sequence performance of the Internal Product, or if a SMART Call or SMART Card process is in place to schedule production.




Figure 2

Start ofFiesta/Puma

Process

Product Flow

Product Flow

Start ofFocus

Process

End ofFiesta/Puma

Process

End ofFocus Process



Engine Dress Line

AC

D B

Table 1 shows the products for which we will obtain a BTS at each of the Evaluation Points set up in our example: Table 1

Evaluation Point

Product that we will obtain a BTS for

Product Type

A Fiesta/Puma End Item Product B Focus End Item Product C Dressed Fiesta/Puma Engine Internal Product D Painted Focus Body Internal Product




WHAT DATA TO COLLECT To calculate BTS, both scheduled build data and actual build data are required. Only units that are considered shippable to the customer of the BTS Evaluation Point should be included within the actual build data. Please note that it is very important to also capture comments regarding any build problems or reasons for overbuilding. For products with Sequenced batch of one schedules the required data equates to:

= A breakdown by unit sequence number of each unit scheduled for that day, = A breakdown by unit sequence number of each unit actually produced on that day, and = Comments on build problems and overbuild reasons.

For our example, lets imagine that the schedule for the Fiesta/Puma process on Tuesday was 10 units, sequence numbered from 8 to 17. On Monday, the plant experienced downtime on a key welding machine, and Mondays production saw an under-build of 2 units. In order to make this up, on Tuesday the line worked 1 hour of overtime, and built 12 units, a 2 unit overbuild. The data captured at BTS Evaluation Point A on Tuesday was as follows:

SCHEDULED Fiesta/Puma

Unit Sequence

ACTUAL Fiesta/Puma

Unit Sequence 8 6 9 7 10 8 11 9 12 13 13 12 14 10 15 11 16 14 17 15 17 18

Build comments for Tuesday

= 2 units built from Monday's schedule due to OP35 breakdown. = 1 unit overbuilt = Sequence issues caused by delayed seat delivery to OP360

The order in which the vehicles were actually

built

The order in which the vehicles should have

been built




WHERE TO OBTAIN DATA FOR AN END ITEM PRODUCT Scheduled Build Data: For all plants, the appropriate schedule is the daily schedule that is locked in the prior week, stating the sequence of units which should be completed and ready to pass to the customer (in US VO plants this is known as the blend sheet). Scheduled build data should be obtained from the MP&L department within the plant. Actual Build Data: Actual build data should be obtained:

= manually from the MP&L department within the plant = automatically from tracking systems such as AVS, PVS, TRS or In Line Vehicle Sequencing (ILVS) in

an Assembly Plant. For many plants, ILVS provides no mix calculation, and also takes data at entry trim. These issues are currently being addressed, and all plants should continue to use the figures this system provides.

Comments A process should be in place to capture all comments regarding any problems or deviations from the schedule. WHERE TO OBTAIN DATA FOR AN INTERNAL PRODUCT Scheduled Build Data The schedule for an internal product should be obtained from the scheduling activity within the plant. These schedules are determined from the schedule for the Plants End Item product(s). This might take into consideration different shift patterns, lead-time between the process and end of the plant, and other plant constraints. It is important that wherever possible any waste that is built into the internal product schedule (e.g. if the schedule is inflated due to known downstream fallout of scrap), this is highlighted and addressed at the earliest possible opportunity. Actual Build Data Actual build data should be obtained:

= manually using tally sheets at the relevant BTS Evaluation Point = automatically from tracking systems such as AVS, PVS, TRS or In Line Vehicle Sequencing (ILVS) in

an Assembly Plant. Comments A process should be in place to capture all comments regarding any problems or deviations from the schedule. HOW OFTEN TO COLLECT DATA & CALCULATE BTS Scheduled Build Data This must be obtained weekly, showing a daily breakdown of build for the following 5 days. It is a FPS requirement that BTS be calculated daily for all End Item products and chosen Internal Products within the plant. In addition to daily BTS calculations, it is possible to: = breakdown the build schedule, and calculate BTS, by shift. This is NOT RECOMMENDED unless there is

reason to believe that between shift differences are effecting BTS performance. = breakdown the build schedule, and calculate BTS, by job (stamping plants only) Actual Build Data This must be collected daily for End Item products and Internal Products. However it is recommended that actual build data be collected by shift to allow a more thorough analysis of BTS performance. Management reporting of BTS performance at the Plant level should be based on daily BTS measurements.




THE BTS CALCULATION

Build to Schedule (BTS) is calculated by multiplying 3 percentages together. These percentages are the results of 3 separate calculations: = Volume Performance shows how many of the scheduled number of units were actually produced, as a

percentage. Actual Number of Units produced Volume Performance = ------------------------------------------------------ X 100 Scheduled Number of Units The maximum Volume Performance is 100%. The penalty for overbuild therefore is that no credit is given. = Mix Performance shows how many of the units produced (cannot exceed the number of units scheduled)

were built on the correct day as a percentage of the units built to Volume. For Vehicle Operation (VO) plants, vehicle identification numbers (VINs) must be built on the scheduled date to be classified as 'built to mix'.

Actual Number of Units 'Built to Mix' Mix Performance = ----------------------------------------------------- X 100 Lower of Actual Number of Units Produced or Number of Units Scheduled = Sequence Performance shows how many of the units, which were 'built to mix' were produced in the correct

sequence. This calculation uses the 'Rosser Rule' which states that a unit is in sequence only if it's sequence number is greater than all sequence numbers which were produced before it.

Actual Number of Units Built to Sequence' Sequence Performance = ------------------------------------------------------ X 100 Actual Number of Units 'Built to Mix'

BTS = Volume Performance x Mix Performance x Sequence Performance




CALCULATING BTS FOR PRODUCTS WITH A SEQUENCED BATCH OF ONE SCHEDULE

For Point A within our example we get the following:

SCHEDULED BUILD ACTUAL BUILD Unit Sequence Unit Sequence 'Built to Mix' 'Built to Sequence'

8 6 No (1 day late) Not to Mix 9 7 No (1 day late) Not to Mix

10 8 Yes Yes 11 9 Yes Yes 12 13 Yes Yes 13 12 Yes No 14 10 Yes No 15 11 Yes No 16 14 Yes Yes 17 15 Yes Yes

17 Yes Yes 18 No (1 day early) Not to Mix

10 units 12 units 9 units 6 units

12

Volume Performance = ------------ X 100 = 100 % 10

9 Mix Performance = ------------ X 100 = 90.0 %

10

6 Sequence Performance = ------------ X 100 = 66.6 %

9

Build to Schedule = 100% x 90% x 66.6% = 59.9 %

The sequence of units that were scheduled

to be build on Tuesday

The sequence of units

that were actually built on Tuesday

The units which

were built on the correct day

The units which were built

on the correct day AND

in the correct sequence (using the Rosser Rule)

No credit is given for any overbuild.

Volume Performance cannot exceed 100%,




BTS FOR NON-SERIALIZED PRODUCTS AND SCHEDULES SETTING THE SCENE FOR OUR WORKED EXAMPLE This section covers schedules where each unit is NOT uniquely identified. There are 4 types of these: = TYPE I: Sequenced batch of many schedules are those where products are produced in batches through

the same manufacturing process, and these batches are given a specific order in which to be produced. = TYPE II: Non-sequenced batch of many schedules are those where products are produced in batches

through the same manufacturing process but given no specific order in which to be produced. = TYPE III: Single derivative schedules are those where only one derivative/model of a product is to be

produced along a continuous flow process. = TYPE IV: Several Non-Serialized products that are produced on different production lines within one Area

of a Plant, for example all products produced in the Press Room Area of a Stamping Plant, and a measure of the BTS performance of the entire area is desired.

Please note that it should be the aim of every plant to migrate from Non-Sequenced batch of many to Sequenced batch of many build, with an ultimate goal of Sequenced batch of one. Our worked example will use a hypothetical plant to generate BTS for the first 3 of the above types. Type IV is discussed on page 34 of the BTS GEM. The aim of this exercise is to show: = where to collect data = what to collect = how the data should be collected = when the data should be collected = where the data should come from = how to calculate BTS. Our example plant produces:

= 3 types of Condensers (Focus, Cougar, Jaguar) along one line, which have a Sequenced batch of many schedule.

= 2 types of Radiators (Mondeo and Taurus) along another line, which have a Non-Sequenced batch of many schedule

To provide examples covering End-Item products and Internal products, and to allow us to cover 3 of the 4 types of Non-serialized BTS, we have included the pipe line in our example. This feeder line has a single derivative schedule, and forms and bends pipes (an Internal Product) before they are assembled to the condensers (an End-Item Product) on the main line.




Figure 3

Start ofCondenser Process

Product Flow

Product Flow

Start ofRadiator Process

End ofCondenser

Process

End ofRadiator Process

Core Furnace Assembly & Buyoff

Pipe Line


SingleDerivative

Schedule

Non-Sequencedbatch of many

Schedule

Sequencedbatch of many

Schedule

WHERE TO COLLECT DATA Data used to calculate BTS should be obtained at designated BTS Evaluation Points along the manufacturing process of a product. For an End Item Product A BTS Evaluation Point should be established at the last operation of every End Item product within the plant. It is important to note that the BTS at any Evaluation point is a reflection of all work groups and supporting areas involved in the production of the product that it is applicable for, not simply the work group who happen to own the Evaluation Point.

In our example plant, this means that we need:

= 1 BTS Evaluation Point at the end of the Focus/Cougar/Jaguar Condenser process (see point A in Figure 4)

= 1 BTS Evaluation Point at the end of the Mondeo/Taurus Radiator process (see point B in Figure 4) For an Internal Product BTS Evaluation Points should be established for internal products when it makes business sense to do so. Typically these points are found where production counts are taken, or the end of a sub-process within the plant. These are important in order to pinpoint exactly where there are opportunities to eliminate waste throughout the production-cycle of the product. In our example plant, we will show only one of these as an example:

= 1 BTS Evaluation Point at the end of the pipe line (see point C in Figure 4)




Figure 4

Start ofCondenser Process

Product Flow

Product Flow

Start ofRadiator Process

End ofCondenser

Process

End ofRadiator Process


Pipe Line


SingleDerivative

Schedule

Non-Sequencedbatch of many

Schedule

Sequencedbatch of many

Schedule

A

B

C

Table 2 shows the products we will obtain a BTS for at each of the Evaluation Points set up in our example: Table 2

Evaluation Point

Product that we will obtain a BTS for

Product Type

A Condenser (Focus/Cougar/Jaguar) End Item Product B Radiator (Mondeo/Taurus) End Item Product C Pipe Internal Product

Caution: Establishing BTS Evaluation Points for Internal Products will require a SCHEDULE for the segment of the manufacturing/assembly process covered by the BTS EP. For example, a Paint Department sequenced batch of one BTS requires a sequenced schedule of daily Paint department units. Creating new plant floor schedules for Internal Products is NOT RECOMMENDED if the work groups using the proposed BTS measurable have little opportunity to influence the volume, mix, or sequence performance of the Internal Product, or if a SMART Call or SMART Card process is in place to schedule production.




WHAT DATA TO COLLECT To calculate BTS, both scheduled build data and actual build data are required. Only units that are considered shippable to the customer of the Evaluation Point (i.e. the customer of the plant for End Item products, or the following operation/area for internal products), should be included within actual build data. Please note however that it is very important to also capture comments regarding any problems or overbuild encountered. For sequenced batch of many production

= A breakdown by batch sequence number of the type and quantity of each batch scheduled for that period.

= A breakdown by batch sequence number of the type and quantity of each batch produced on that day. = Comments regarding problems encountered, or any overbuild which occurred.

For non-sequenced batch of many production

= A breakdown by type and quantity of each batch scheduled for that period. = A breakdown by type and quantity of each batch produced on that day. = Comments regarding problems encountered and any overbuild which occurred.

For single derivative production

= The quantity scheduled to be produced on a given day. = The quantity actually produced on that day. = Comments regarding problems encountered and any overbuild which occurred.

WHERE TO OBTAIN DATA FOR AN END ITEM PRODUCT

Scheduled Build Data: For all plants, the appropriate schedule is the daily schedule that is locked in the prior week, which should be completed and ready to pass to the customer. Scheduled build data should be obtained:

= manually from the MP&L department within the plant = automatically from systems such as CMMS

Actual Build Data: Actual build data should be obtained:

= manually from the MP&L department within the plant = automatically from Plant floor production counters

Comments A process should be in place to capture all reasons/comments regarding any problems or deviations from the schedule. Someone should be designated as the consolidator of these.




WHERE TO OBTAIN DATA FOR AN INTERNAL PRODUCT

Scheduled Build Data The schedule for any internal product should be obtained from the scheduling activity within the plant, determined from the schedule for the end item product(s). This might take into consideration different shift patterns, lead time between the process and end of the plant, and other plant constraints. It is important that wherever possible any waste that is built into the Internal product schedule (e.g. if the schedule is inflated due to known downstream fallout of scrap), this is highlighted and addressed at the earliest possible opportunity. Actual Build Data Actual build data should be obtained: = manually using tally sheets, at the relevant BTS Evaluation Point = automatically from Plant floor production counters. Comments A process should be in place to capture all reasons/comments regarding any problems or deviations from the schedule. Someone should be designated as the consolidator of these. HOW OFTEN TO COLLECT DATA & CALCULATE BTS

Scheduled Build Data This must be obtained weekly, showing a daily breakdown of build for the following 5 days. It is a FPS requirement that BTS be calculated daily for all End Item products and chosen Internal Products within the plant. In addition to daily BTS calculations, it is possible to: = breakdown the build schedule, and calculate BTS, by shift. This is NOT RECOMMENDED unless there is

reason to believe that between shift differences are effecting BTS performance. = breakdown the build schedule, and calculate BTS, by job (stamping plants only) Actual Build Data This must be collected daily for End Item products and Internal Products. However it is recommended that actual build data be collected by shift to allow a more thorough analysis of BTS performance. Management reporting of BTS performance at the Plant level should be based on daily BTS measurements.




THE BTS CALCULATION

Build to Schedule (BTS) is calculated by multiplying 3 percentages together. These percentages are the results of 3 separate calculations: = Volume Performance shows how many of the scheduled number of units were actually produced, as a

percentage. Actual Number of Units Produced Volume Performance = ------------------------------------------------------ X 100 Scheduled Number of Units The maximum Volume Performance is 100%. The penalty for overbuild therefore is that no credit is given. = Mix Performance shows how many of the units produced (cannot exceed the number of units scheduled)

were built on the correct day as a percentage of the units built to Volume. Actual Number of Units 'Built to Mix' Mix Performance = ----------------------------------------------------- X 100 Lower of Actual Number of Units Produced or Number of Units Scheduled = Sequence Performance shows how many of the batches, which were 'built to mix' were produced in the

correct sequence. This calculation uses the 'Rosser Rule' which states that a batch is in sequence only if it's sequence number is greater than all sequence numbers which were produced before it.

Actual Number of Batches 'Built to Sequence' Sequence Performance = ------------------------------------------------------ X 100 Actual Number of Batches 'Built to Mix'

BTS = Volume Performance x Mix Performance x Sequence Performance




TYPE I: CALCULATING BTS FOR PRODUCTS PRODUCED BY A PROCESS WITH A SEQUENCED BATCH OF MANY SCHEDULE For our example plant (shown in Figure 4), lets imagine that on Tuesday the scheduled number of Condensers for the Focus/Cougar/Jaguar line was 810, with only Focus and Cougar Condensers required. The following list explains the events throughout the day:

= During the first batch 10 Cougar Condensers were scrapped at final buy-off, after the changeover had been completed, causing an under-build within that batch.

= No SMART card or call process is in place on this line, and unfortunately one of the key Focus parts ran out during the second batch, causing an under-build of 60 Cougar Condensers from that batch.

= Due to the fact that there were only Jaguar parts available, the line decided to changeover and start producing them, even though these had not been scheduled. The lines next scheduled run of Jaguar condensers is not until Thursday. Not only will this increase Dock to Dock for Wednesday, but this will also give them a poor BTS on Thursday as they will have to under-build on Thursday to provide the correct number of parts to the customer.

= Later on, the necessary parts became available and the line was changed over to produce Focus Condensers and then finally Cougar Condensers.

= Due to the problems encountered earlier in the day the correct number of Cougar Condensers could not be made within the scheduled time.

Table 3 shows the data captured for BTS Evaluation Point A for Tuesday: Table 3

FOCUS/COUGAR/JAGUAR CONDENSER

TUESDAY SCHEDULED BUILD

ACTUAL BUILD

Batch

Sequence Type Quantity Batch

Sequence Type Quantity

1 Cougar 200 1 Cougar 190 2 Focus 100 2 Focus 40 3 Cougar 200 N/A Jaguar 60 4 Focus 150 4 Focus 300 5 Cougar 160 3 Cougar 100 810 690

The order in which the batches should

have been built

The order in which the batches were

actually built




The numbers for the Volume Performance calculation are easily drawn from Table 3: = The scheduled number of units was 810 = The actual number of units produced was 690 In order to determine the numbers for the Mix Performance calculation we need: = The lower of actual number of units produced or number of units scheduled. The answer here is 690 = The number of units Built to Mix. Here we need to understand the volume scheduled and volume actually

built, of each type of condenser. This is achieved by simply adding up the relevant cells from Table 3. Table 4 shows that only 290 of the 560 Cougar condensers were built on the correct day, all 250 Focus condensers were built on the correct day, and 0 Jaguar condensers were built on the correct day (notice that no credit is given here for overbuilt units). The number of condensers built to mix on Tuesday was 540.

Table 4

Condenser Type Scheduled Units Actual Units Built Units Built to Mix Cougar 560 290 290 Focus 250 340 250 Jaguar 0 60 0

810 690 540

In order to determine the numbers for the Sequence Performance calculation we need: = The actual number of batches Built to Mix. Table 5 shows that this is 4. = The actual number of batches Built to Sequence. To find this we need to apply the Rosser Rule to the

actual sequence in which batches were produced. Table 5 shows this to be 3. Table 5

Scheduled Batch Sequence

Actual Batch Sequence

Batches built to mix

Batches built to sequence

1 1 Yes Yes 2 2 Yes Yes 3 N/A No N/A 4 4 Yes Yes 5 3 Yes No 4 batches 3 Batches




Now we have all the elements we need, we can calculate BTS for Evaluation Point A in our example plant. Thus we are calculating a BTS for the Condenser End Item Product.

690

Volume Performance = ------------ X 100 = 85.2 % 810


690

3 Sequence Performance = ------------ X 100 = 75.0 %

4

Build to Schedule = 85.2% x 78.3% x 75.0% = 50%




TYPE II: CALCULATING BTS FOR PRODUCTS PRODUCED BY A PROCESS WITH A NON-SEQUENCED BATCH OF MANY SCHEDULE For our example plant (shown in Figure 4), BTS Evaluation Point B applies to the Radiator product, which has a non-sequenced batch of many schedule. Lets imagine that on Tuesday the scheduled number of Radiators were 720, consisting of 220 Mondeo and 500 Taurus derivatives. However, there was a shortage of Mondeo parts and the plant decided to changeover early and produce an excess of Taurus Radiators. Table 6 shows the data collected for Evaluation Point B on Tuesday. Table 6

MONDEO/TAURUS RADIATOR

TUESDAY SCHEDULED BUILD

ACTUAL BUILD

Type Quantity Type Quantity

Mondeo 220 Mondeo 50 Taurus 500 Taurus 720

720 770 The numbers for the Volume Performance calculation are easily drawn from 6: = The scheduled number of units was 720 = The actual number of units produced was 770 In order to determine the numbers for the Mix Performance calculation we need: = The lower of actual number of units produced or number of units scheduled. The answer here is 720 = The number of units Built to Mix. Here we need to understand the volume scheduled and volume actually

built, of each type of radiator. This is achieved by simply adding up the relevant cells from Table 6. Table 7 shows that only 50 of the 220 scheduled Mondeo radiators were built on the correct day, and all 500 of the scheduled Taurus radiators were built on the correct (notice that no credit is given here for overbuilt units). The number of radiators built to mix on Tuesday was 550.

Table 7

Radiator Type Scheduled Units Actual Units Built Units Built to Mix Mondeo 220 50 50 Taurus 500 720 500

720 770 550

In order to determine the numbers for the Sequence Performance calculation we need: = The actual number of units Built to Mix. This was calculated above as 550. = The actual number of units Built to Sequence. Due to the fact that no sequence has been defined within the

schedule for the radiators, we assume that all of the units built to mix were also built to sequence. Thus the number of radiators built to sequence was 550.

Note - When calculating manually the Sequence Performance can be assumed as 100% when there is no sequence within the schedule.




Now we have all the elements we need, we can calculate BTS for Evaluation Point B in our example plant. Thus we are calculating a BTS for the Radiator End Item Product.

770



720

550 Sequence Performance = ------------ X 100 = 100 %

550

Build to Schedule = 100% x 76.4% x 100 % = 76.4 %


Volume Performance cannot exceed

100%,




TYPE III: CALCULATING BTS FOR PRODUCTS WITH ONLY ONE DERIVATIVE OR MODEL

For our example plant (shown in Figure 4), BTS Evaluation Point C applies to the Pipe product which has only one derivative itself, but is used in all derivatives of condenser. The schedule for the pipe Internal Product was developed from the schedule for the condenser End Item Product, therefore the requirement for pipes on Tuesday was 810 (see Table 4 for details). The condenser line had a very good day and managed to complete their schedule slightly early. They should have stopped and this point but decided to keep going, resulting in an over-build of 30 pipes. Table 8 shows the data collected for Evaluation Point C on Tuesday. Table 8

PIPES TUESDAY

SCHEDULED BUILD ACTUAL BUILD

810 840 The numbers for the Volume Performance calculation are easily drawn from Table 8: = The scheduled number of units was 810 = The actual number of units produced was 840 In order to determine the numbers for the Mix Performance calculation we need: = The lower of actual number of units produced or number of units scheduled. The answer here is 810 = The number of units Built to Mix (i.e. built on the correct day). Here, all the units scheduled, were built on

the correct day. The answer is 810. Note - When calculating manually the Mix Performance can be assumed as 100% when there is only one

derivative of product. In order to determine the numbers for the Sequence Performance calculation we need: = The actual number of units Built to Mix. This was calculated above as 810. = The actual number of units Built to Sequence. Due to the fact that no sequence has been defined within the

schedule for the pipes, we assume that all of the units built to mix were also built to sequence. Thus the number of pipes built to sequence was 810.

Note - When calculating manually the Sequence Performance can be assumed as 100% when there is no sequence within the schedule




Now we have all the elements we need, we can calculate BTS for Evaluation Point C in our example plant. Thus we are calculating a BTS for the Pipe Internal Product.

840


810 Mix Performance = ------------ X 100 = 100 %

810

810 Sequence Performance = ------------ X 100 = 100 %

810

Build to Schedule = 100% x 100% x 100 % = 100 %

So, the BTS for pipes within our plant on Tuesday was 100%, despite the Plant overbuild of 30 units. However, the scheduled build requirement for Wednesday was also 810. The pipe line produced only 780 pipes in order to account for the overbuild the previous day. Therefore their BTS for Wednesday was 96.3%


Volume Performance cannot exceed

100%,




TYPE IV: CALCULATING BTS FOR SEVERAL NON-SERIALIZED PRODUCTS MADE ON DIFFERENT PRODUCTION LINES WITHIN AN AREA OF A PLANT STAMPING PLANT BUILD TO SCHEDULE

Case Study

Press Area

Press Line Scheduled Part &

Production Order

Scheduled No. of Pieces

Actual Production Part Order

No. of Pieces Produced

Pieces Produced to Mix

Pieces Produced to Sequence

10 A 1000 A 1000 1000 1000 B 2000 B 500 500 500

20 C 4000 C 7000 4000 4000 30 D 1000 E 1000 1000 1000

E 1000 D 2000 1000 0 F 1000 F 0 0 0

Totals 10000 11500 7500 6500

Volume Performance (%) compares the total daily volume produced by the Area across all lines and products to the total daily required volume. Volume Performance can not exceed 100%, and 100% Volume Performance measures which include OVER-PRODUCTION should be high-lighted. 11,500 Volume = -------- = 100%

10,000

Mix Performance (%) is the percent of daily Area requirements by product that are met by the daily Area (Press Room) production. Mix % indicates how well the Area (Press Room) is building to the day.

7,500 Mix = --------- = 75%

10,000

Sequence Performance (%) indicates how well the Area (Press Room) meets its by-line batch scheduled sequence across all Area (Press Room) production lines and products.

6,500 Sequence = ---------- = 87% 7,500

Total BTS for the Area is obtained by multiplying the Area Volume, Mix and Sequence Performance percentages together.

Area (Press Room) BTS = 100% x 75% x 87% = 65%




BTS ROLL-UPs This section defines how BTS VALUES are to be combined or rolled-up across:

= time = multiple BTS Evaluation Points = multiple products

The previous CALCULATION SECTION of the BTS GEM defined methods to obtain the number of units built to Volume, to Mix, and to Sequence for the following situations: = TYPE I: Sequenced batch of many schedules are those where products are produced in batches through

the same manufacturing process, and these batches are given a specific order in which to be produced. = TYPE II: Non-sequenced batch of many schedules are those where products are produced in batches

through the same manufacturing process but given no specific order in which to be produced. = TYPE III: Single derivative schedules are those where only one derivative/model of a product is to be

produced along a continuous flow process. = TYPE IV: Several Non-Serialized products that are produced on different production lines within one Area

of a Plant, for example all products produced in the Press Room Area of a Stamping Plant, and a measure of the BTS performance of the entire area is desired.

All BTS roll-up calculations begin with, and are applied to, the results of these situations.




ROLL-UPS ACROSS TIME Combining Daily Totals This is the recommended route for roll-ups across time, and is the ONLY accepted method of producing management reports at plant level. ALL weekly and monthly BTS measurements must be achieved by accumulating the daily BTS units built to Volume, to Mix, and to Sequence across the time period desired, and then using these accumulated numbers to calculate the appropriate Volume, Mix, and Sequence percentages. Thus generating VOLUME WEIGHTED averages. Table 9 shows the units scheduled, actual units produced, actual units built to mix, and actual units built to sequence for 2 production days within a week. We accumulate values to roll-up to a single BTS figure for those 2 days combined. Table 9

Monday

Tuesday

Monday & Tuesday combined

Units Scheduled 2100 3000 5100 Units Produced 2045 2300 4345 Units Built to Mix 2015 2150 4165 Units Built to Sequence 1850 1725 3575 Volume Performance 97.4 % 76.7 % 85.2 % Mix Performance 98.5 % 93.5 % 95.9 % Sequence Performance 91.8 % 80.2 % 85.8 % BTS 88.1 % 57.5 % 70.1 %

(2045 + 2300) Volume Performance = ----------------- X 100 = 85.2 % (2100 + 3000)

(2015 + 2150) Mix Performance = ------------------ X 100 = 95.9 % (2045 + 2300)

(1850 + 1725) Sequence Performance = ------------------ X 100 = 85.8 % (2015 + 2150)

Build to Schedule = 85.2 % x 95.9 % x 85.8 % = 70.1 %




Combining Shift Totals These should NEVER be combined to provide a daily BTS figure. To show why this is not to be used when there is a mix and/or sequence within the schedule, lets assume that we are within a plant running 2 shifts and that this plant has no sequence within its schedule. On Monday, shift 1 was scheduled to make product A, and shift 2 were scheduled to make product B. Unfortunately there was a shortage during shift 1 of the parts required for product A so this shift 1 produced product B instead. This meant shift 2 ended up making product A. Table 10 highlights that using shift totals within the calculation of a daily BTS can achieve very different results than applying BTS to the data for the entire day as a whole. The second method is the accepted FPS method due to our endeavors to support build to the day at present, and that BTS by shift should only be calculated in specific circumstances (see How often to collect data & calculate BTS sections for when this is acceptable). Table 10

Monday Shift 1

Monday Shift 2

Monday Total (using shift data)

Monday Total (using the daily data)

Units Scheduled 1000 1000 2000 2000 Units Produced 1000 1000 2000 2000 Units Built to Mix 0 0 0 2000 Units Built to Sequence N/A N/A N/A N/A Volume Performance 100% 100% 100% 100% Mix Performance 0% 0% 0% 100% Sequence Performance N/A N/A N/A N/A BTS 0% 0% 0% 100%

The ONLY time that shift totals can be combined is when they belong to the same shift. Table 11

Shift 1 Monday

Shift 1 Tuesday

Shift 1 for Monday & Tuesday

Units Scheduled 2100 3000 5100 Units Produced 2045 2300 4345 Units Built to Mix 2015 2150 4165 Units Built to Sequence 1850 1725 3575 Volume Performance 97.4 % 76.7 % 85.2 % Mix Performance 98.5 % 93.5 % 95.9 % Sequence Performance 91.8 % 80.2 % 85.8 % BTS 88.1 % 57.5 % 70.1 %

Combining Jobs (stamping only) The rules here are similar to combining shifts. However, in this case only jobs of the same product can be combined.




ROLL-UPS ACROSS EVALUATION POINTS ALONG A SINGLE PRODUCT

BTS measures are NEVER rolled-up across evaluation points within the same product. For example, a Plant produces an End-Item product that is manufactured by assembling two Internal Products, and BTS is measured for each of the Internal Products. BTS measures for the two Internal Products are NOT COMBINED to calculate a BTS measure for the End-Item Product. An independent BTS Evaluation Point and BTS Measurable must be developed for the End-Item product. ROLL-UPS ACROSS MULTIPLE PRODUCTS

The previous Calculation Section of this GEM defines the BTS Measurable for several types of products and product scheduling situations. Additional roll-ups of BTS values across multiple products is NOT RECOMMENDED for work groups or plant floor application areas who are analyzing BTS Measurables to identify opportunities for improvement and the elimination of waste. MANAGEMENT SUMMARIES of BTS performance trends across multiple products may be developed as follows:

1 Define the organization level, time period, and products whose BTS Measurables are to be rolled together. For example, a plantwide monthly summary of all end-item product BTS values is to be developed.

2 Calculate rolled-up BTS values for individual products or groups of products using the methods defined in the Calculation and Roll-up rule section of this GEM.

3 Calculate a measure of Central Tendency for the BTS values developed in step 2 using one of the following methods:

a Calculate a Mean (Arithmetic Average) of the rolled-up individual product BTS values. b Calculate a Cost Weighted Average of the rolled-up individual product BTS values using,

for example, the yearly fixed budgeted cost for each product. c Calculate a Volume Weighted Average of the rolled-up individual product BTS values

using, for example, the yearly fixed financial planning volumes for each product. d Calculate a Revenue Weighted Average of the rolled-up individual product BTS values by

combining the weighting factors defined in a) and b) above. Note that the weights used in the above methods should be fixed for a period of time so that BTS trends

reflect changes in actual BTS performance and not changes in product volumes or costs. 4 Summarize the multiple product BTS performance across time using a graph that displays both the BTS

measure of Central Tendency calculated in Step 3 and the range of individual BTS values. Management summaries in tabular form are NOT RECOMMENDED. Summary tables of BTS Measurables promote point-to-point comparisons of BTS values. These comparisons often mask trends in BTS performance and force wasteful explanations of common-cause BTS variation. Plants should review Division requirements before deciding on the format of plant BTS management summaries.




BTS Improvement Process Section

SECTION

= = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = =




Implementing and Using the BTS Measurement Process

Plan

Do

Adjust

Check

STEP 4Continuous ProcessImprovement Cycle

STEP 3Analyze BTSBaseline Data

STEP 2Establish BTS

Baselines

STEP 1Launch Planning and

Preparation

ApplicationArea

The BTS Measurables Process The BTS Measurables Process shown above outlines the steps needed to launch an effective and efficient BTS Measurement Process on the Plant floor. In this Section, Guidelines are given for using the BTS Measurable to identify opportunities for eliminating WASTE, and the Ford Production System tools to improve the Plants ability to produce products to daily Customer requirements.




STEP 1: LAUNCH PLANNING AND PREPARATION FOR END ITEM PRODUCTS: 1 Obtain a list of all end item products produced by the plant. 2 Understand how many of the products flow through the SAME process. 3 Elect End Item BTS such that all products are covered. On occasion this may mean that some products

which flow through the same process have a common BTS Measurable. In this case, different products become part of the Mix component of the BTS Measurable. This is most pertinent within Visteon plants, and will generally mean that an End Item BTS is elected for each Product Family.

4 Determine where the BTS Evaluation Points are for each End Item BTS within the plant. Remember that these should be found at the final operation of each process, and more than one may be necessary if the process ends in many lines.

5 Determine how the Scheduled data will be obtained for each End Item BTS (e.g. who will collect the data ?, will this be manual or automated ?, when will the data be collected ?).

6 Determine how the Actual Build data will be obtained for each End Item BTS Evaluation Point (e.g. who will collect the data?, manual or automated?, when?)

7 Determine how each End Item BTS will be calculated (e.g. are there parallel lines involved ?, is the process serialized ?, are the batches sequenced ?).

8 Develop any relevant data collection sheets. 9 Develop any relevant calculation sheets. 10 Determine where the data and results will be stored (e.g. Measurables IT Enabler (recommended),

Microsoft Excel, manual files) 11 Determine what data will be reported to whom. FOR INTERNAL PRODUCTS: This would normally take place during Current State Mapping within an Application Area of the plant 1 Determine whether the BTS measurable applies to the process in question. 2 Obtain a list of all products produced by the process. 3 Understand how many of these flow through the SAME process. 4 Elect Internal Product BTS such that all products are covered. On occasion this may mean that some

products which flow through the same process have only one BTS, thus the different products become part of the Mix of the BTS. In most cases only one Internal Product BTS will be needed per Application Area.

5 Determine where the Internal Product BTS Evaluation Point is for the process in question. Remember that this is normally found at the final operation of that process (more than one may be necessary if the process ends in parallel lines).

6 Determine how the Scheduled data will be obtained for the Internal Product BTS (e.g. who will collect the data?, will this be manual or automated ?, when will the data be collected ?).

7 Determine how the Actual Build data will be obtained for each Internal Product BTS Evaluation Point (e.g. who will collect the data?, manual or automated?, when?)

8 Determine how the Internal Product BTS will be calculated (e.g. Are there parallel lines involved? is the process serialized? are the batches sequenced?).

9 Develop any relevant data collection sheets. 10 Develop any relevant calculation sheets. 11 Determine where the data and results will be stored (e.g. Measurables IT Enabler (recommended), Microsoft

Excel, manual files) 12 Determine what data will be reported to whom.




STEP 2: ESTABLISH BTS BASELINES For any End Item Product or Internal Product BTS: 1 Collect data for each BTS Evaluation Point for a minimum of 30 days 2 Calculate Baseline Volume Performance, Mix Performance, Sequence Performance and BTS measures,

and graph these values over time for analysis of BTS trends. Note that the Measurables IT Enabler will do this for you automatically.

STEP 3: CONTINUOUS IMPROVEMENT CYCLE STEP 3A: PLAN ANALYZE DATA AND DEVELOP ACTION PLAN This process is relevant for Internal Product BTS analysis (usually performed by workgroups), and also End Item Product BTS analysis (usually performed by plant management) 1 Gather together the following reports and data:

= Daily Trend of BTS, Volume Performance, Mix Performance , Sequence Performance = Data collected by each shift (scheduled build, actual build, comments)

2 Identify any days where BTS was low in comparison to other days in the current period, and/or to the average of any previous period.

3 Look at the Volume Performance, Mix Performance and Sequence Performance to determine which of these caused the poor BTS.

4 Find the root cause(s) by looking at the data collected by each shift: = If the Volume Performance is low, ask Why did we underbuild? = If the Mix Performance is low, ask Why didnt we build the correct parts on the correct day? = If the Sequence Performance is low, ask Why did we build units in the wrong sequence?

Below are some possible causes of poor BTS figures. These are all types of WASTE !! Machine/line breakdowns

Requirements of the customer

changed Starvation of units from up-

stream process

Incorrect parts delivered by material handler

Lack of parts delivered by material handler

Lack of supplier parts in the plant

Buffers with Last In First Out (LIFO) rather than First In First Out (FIFO) capability

Large number of repairs/reworks required

Poor communication of actual

build progress throughout the shift

Changeover times taking up production time

Large number of units begin scrapped

Poor communication of schedule

Inability to produce units due to blockage downstream

Poor operator training

Absenteeism




Application Area and Plant support personnel formulate an Improvement Action Plan using the steps below.

1 Determine how the FPS Tools and Processes might be used to permanently eliminate the root causes of

poor BTS performance. Note that BTS can be improved by working on the other FPS Measurables, in particular First Time Through (FTT) and Overall Equipment Effectiveness (OEE).

Some examples of opportunities to eliminate the WASTE and improve BTS are identified below.

= Machine/line breakdowns = Use Ford Total Productive Maintenance (FTPM) to improve the OEE of equipment on the line

(see the OEE GEM for more information). = Lack of supplier parts in the plant

= Use Synchronous Material Flow (SMF) to introduce smaller, more frequent shipments. These should be managed by Lead Logistics Providers (LLPs) that will ensure a timely supply of parts as they are required.

= Lack of parts delivered by material handler = Use Synchronous Material Flow (SMF) to introduce SMART Card/Call systems which will

ensure timely delivery of parts as they are required. = Use Synchronous Material Flow (SMF) to determine the optimum routes for material handlers.

= Incorrect parts delivered by material handler = Use Synchronous Material Flow (SMF) to introduce SMART Card/Call systems which will

ensure timely delivery of parts as they are required. = Use Visual Factory techniques such as location maps, floor markings, name tags to help the

material handler identify correct parts and part locations. = Buffers with Last In First Out (LIFO) rather than First In First Out (FIFO) capability

= Use Visual Factory techniques to show which parts should be used first. = Use Error Proofing techniques to make it impossible for parts to get out of sequence.

= Large number of units being scrapped = Use In Station Process Control (ISPC) to highlight any major concerns, and have them acted

upon immediately. = Use Error Proofing techniques to eliminate the root cause of concerns (see FTT GEM for more

information). = Large number of repairs/reworks required

= Use In Station Process Control (ISPC) to highlight any major concerns, and have them acted upon immediately.

= Use Error Proofing techniques to eliminate the root cause of concerns (see FTT GEM for more information).

= Starvation of units from up-stream process = Use In Station Process Control (ISPC) to highlight any major concerns, and have them acted

upon immediately. = Inability to produce units due to blockage downstream

= Use In Station Process Control (ISPC) to highlight any major concerns, and have them acted upon immediately.




= Absenteeism

= Empower work groups in order to obtain commitment to the business. = Use FPS Workgroup Satisfaction Survey measurable to identify potential areas for

improvement. = Poor communication of schedule

= Use Visual Factory techniques, or Process Control Boards (PCBs), to communicate the schedule for that day or shift to work groups and all other relevant personnel.

= Poor communication of actual build progress throughout the shift = Use Visual Factory (VF) techniques, or Process Control Boards (PCBs), to communicate build

progress to work groups and all other relevant personnel on an hourly basis. = Poor communication of actual build between shifts

= Use Visual Factory (VF) techniques to develop a hand-over board which will advise proceeding shifts of any concerns which have occurred, any concerns that are anticipated, and progress towards the daily schedule.

= Changeover times taking up production time = Use Quick Change Over(QCO) techniques to reduce the time taken on each changeover,

allowing more time for production = Requirements of the customer changed

= Use Quick Change Over (QCO) techniques to provide the line with greater flexibility in reacting to customer demand.

= Poor operator training = Use the Quality Process System (QPS) to ensure that the operator has all the information

required to do the job at his/her fingertips. = Implement work groups to ensure the relevant support is available when an operator is on a new

operation.

2 Establish action plans to introduce the solutions identified, including target dates and person(s) responsible.

3 Develop Forecasts/Objectives for Volume Performance, Mix Performance, Sequence Performance and

BTS. These forecasts/objectives should be posted on the appropriate Work Group BTS charts.

** Policy Deployment should be used to focus and align priorities ** STEP 3B: DO IMPLEMENT FPS TOOLS AND PROCESSES Work groups and Plant support activities equipped with identified potential root causes for BTS performance, establish and, with proper authorization, implement process improvement action plans. These plans might include, but are not limited to, actions to address poor BTS performance given in Step 3 above. STEP 3C: CHECK MONITOR BTS ON A DAILY BASIS After implementing changes from the process improvement action plan, work groups and Plant support personnel review BTS trends and other measures related to BTS in order to verify that improvement actions are working.




STEP 3D: ADJUST MAKE ANY NECESSARY CHANGES Once the effectiveness of an improvement action has been verified by a review of the appropriate BTS information, the improvement must be STANDARDIZED. The Application Area and Plant support personnel should develop and implement methods to MAINTAIN the new STANDARD. For example, if the Application Area has implemented an effective Market-Place to schedule and control the production of Internal Products, actions taken to MAINTAIN the new STANDARD, i.e. to make sure that the Market Place is always functioning correctly in their process, might include:

= Revising the appropriate QPS SHEETS with the effected production or material handling operators

= Applying VISUAL FACTORY techniques to provide clear visual indication of the Market Place material Min/Max levels, and to identify a Market Place excess material area.

= Frequent Management and Plant support activity floor review to visual detect potential problems that may effect BTS performance, and

= Continued monitoring of the appropriate BTS MEASURABLE on a timely basis to detect failure of the Market Place to function properly.

Implementing and maintaining STANDARDS is a key Application Area and Plant support personnel responsibility in the continuous improvement process.




Division Specific Examples Section

SECTION

= = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = =




DIVISION SPECIFIC EXAMPLES

DivisionSpecific

Examples

build to schedule-guide book

Documents

latest effective date

effective measurables

effective measurables

revision date

effective measurables

effective measurables

schedule bts guidebook

measure bts