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13 Abril 2016Museu do Oriente

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EXCELÊNCIA NO

SISTEMA DE

MELHORIA

CONTÍNUASISTEMA DE MELHORIA CONTÍNUA

PRÉMIO KAIZEN LEAN

2015page 3EXCELÊNCIA NO SISTEMA DE MELHORIA CONTÍNUA

Bosch Car Multimedia Portugal , S.A.Major exporter and employer in Portugal

2 153

516 million €

Sales 2015

Associates (as per 01.01.2016)

0.3 million Car radios

1.0 millionNavigation systems

0.7 millionInstrumentation systems

0.3 millionProfessional systems

5.4 millionSteering Angle Sensors

1.7 millionOther devices (TT / BSH / FP)

Production 2015Braga City Center

PRÉMIO KAIZEN LEAN


Bosch Car Multimedia Portugal , S.A.Certifications for Quality, Health, Safety and Environment

ISO/TS 16949

ISO 14001

ISO 50001

EMAS III

ISO 9001

OHSAS 18001

PRÉMIO KAIZEN LEAN


Bosch Car Multimedia Portugal , S.A.Product Portfolio 1990 - 2005

2005

Start of production of

electronic

controllers for hot

water boilers

1990

Start of production

for the “Hamburg”

car radio with

cassette mechanism

2001


antennas in Braga

and Vila Real

2004

“Bremen MP 74”, the

first model with

100% mechanical

design from Braga

1990-1995 1996-2000 2001 2002 2003 2004 2005

PRÉMIO KAIZEN LEAN



2008


communication

systems for trucks

2009

First production line

for steering angle

sensors for ESP

systems

2013


Instrumentation

Systems

2007


controllers for

Bosch Siemens

household

appliances

Start of production of car

navigation systems

2006 2007 2008 2009 2010 2011 2012 2013

PRÉMIO KAIZEN LEAN



2015


Instruments Clusters

with Optical Bonding

2016


2W Instruments

clusters

2014


CCU – Connectivity

Control Unit

2014 2015 2016 …

PRÉMIO KAIZEN LEAN


Bosch Car Multimedia Portugal , S.A.Current Product Portfolio

Next Infotainment Gen

System integration

Connectivity

TV/Tuner radio;

PC HW approach (Intel µP)

Integrated CE solutions

Navigation Systems

Smart integration solutions for

entertainment;

Navigation;

Telematics;

Driver assistance.

Instrumentation

Systems

Innovative free programmable

instrument cluster;

Dual-View;;

Head-Up-Displays.

PRÉMIO KAIZEN LEAN


Bosch Car Multimedia Portugal , S.A.Current Product Portfolio

Steering Angle Sensor

Innovative systems and functions

for vehicle safety, dynamics and

driver assistance.

House-hold

Electronics

Manufacture of complex

electronic controllers for a wide

variety of different applications.

Control Units Systems

Innovative and pioneering

solutions for room climate and

water boilers.

PRÉMIO KAIZEN LEAN


Bosch Car Multimedia Portugal , S.A.Customers in the automotive market

DFM GAC Great WallJAC

Nanjing

http://www.autobild.de/marken-modelle/opel

http://www.autobild.de/marken-modelle/opel

http://www.dinheiro.xoose.pt/wp-content/uploads/2010/01/logo_toyota_005.gif

http://www.dinheiro.xoose.pt/wp-content/uploads/2010/01/logo_toyota_005.gif

http://upload.wikimedia.org/wikipedia/de/f/ff/Proton_Logo.svg

http://upload.wikimedia.org/wikipedia/de/f/ff/Proton_Logo.svg

PRÉMIO KAIZEN LEAN


Bosch Car Multimedia Portugal , S.A.Key customers in the household appliances market

PRÉMIO KAIZEN LEAN


BPS (Bosch Production System): System CIP ApproachCycle of CIP

Target condition is achieved and

stability has been proven. Point-CIP

becomes

Daily Management (monitoring).

Put the focus on a new problem

Reaction to deviations aims on

quick restoration of the

standards.

Perf

orm

ance

Definition of duration in order to

verify the stability

Time

System-CIP Point-CIPSystem-CIP

Project

Daily management

Elements:

Target condition

Process confirmation with high-

frequency on the improvement-KPI-

Level (ideally event per event)

Quick reaction to the cause analysis

Problem solving with verification of

sustainability

Frequent communication according to

the Point-CIP

Elements:

Standard

Process confirmation adjusted to the

frequency and the KPI-Level

Quick reaction with the restoration to

standards (Reset)

Problem solving with the focus on „Reset“

Frequent communication at the Shopfloor-

Management

Pro

ce

sse

s Implementation of new

standards

Definition of the main

focus

Stabilisation of target conditions

Elimination of fluctuations

Implementation of the system inside

the standard

Reaction to deviations

Gathering of dates/facts for the next

System-CIP-Cycle

Business

Requirments

Priorization of topics

Derivation of target

conditions (Deliver,

Make, Source)

Derivation of an

improvement strategy

Development of new

standards

Definition of target

conditions for Point-CIP

(break down of the KPI‘s

to improvement level)

Ta

rge

t

Action control limit

Target condition

validation

PRÉMIO KAIZEN LEAN


BPS: System-CIP WSInputs

Customer requirement Indicators Target analysis

KPI Tree Losses

Inputs from DMM (daily

management meeting)

System CIP projects (Status)

VSM + CIP Flash

Bubble DiagramBPS Assessment – targets 2015BPS Vision 2018

.True North

.Lesson learn last revision

PRÉMIO KAIZEN LEAN


BPS: System-CIP WSOutput

PRÉMIO KAIZEN LEAN


BPS: System-CIP WSTeam – CIP WS

PRÉMIO KAIZEN LEAN


BPS: System – CIP Project and Point CIPFollow up of project by VS Manager

Standards project by project

( Weekly )

Follow-up – KPI / KPR

( Monthly )

PRÉMIO KAIZEN LEAN


BPS: System – CIP Project and Point CIPFollow up of project by SC BPS

When: What: Who:

Team

Available time from team members for the project

Why this project " Business Case "

Project target, mainly KPI improvement and monitoring

Description of current situation

Plan for PDCA cycle ( Timeline max. 3 months )

Presentation of the root causes of KPI Monitoring and KPRs outside of target VS Manager

KPI Improvement and Monitoring - Chart evolution and analysis

Presentation of implemented Standards and approval on the SC BPS

Presentation of the root causes of KPI Monitoring and KPRs outside of target VS Manager

Deviation of standard detected during process confirmation

Non fullfilment of target ( KPI stability criteria )

Problem solving sheet for deviation found (PSS)

What are the new standards to achieve the target

Approval of new standard by SC BPS

During Point CIP

SC BPS - Agenda for system CIP project and Point CIP meetings

First meeting after system CIP Owners

All meetings until Point CIP

(System CIP projets) Owners

Teamleader

PRÉMIO KAIZEN LEAN


BPS: System – CIP Project and Point CIPTeam - SC BPS

PRÉMIO KAIZEN LEAN


BPS: Point CIPElements

%

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 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 Nº de eventos

7 10

Obs. Preencher apenas em caso de standard Nok.

Confirmação da eficácia da PSS

Chefe de linha Chefe de secção

22.05.14

1 x

2 x

Target Condition

Standard NºStandard

inicial

Sim Não

Acão corretiva Resp.Data

Planeada

Data

Implement.

J.EngenhocaTrocar parafuso 2,5 para 3.5 e lacar 22.05.14

Nº do evento/ Desvio ao

standard ( ) OK e ( )

NOK

3 x

4 x

5

Nº do

Evento

NOK

7

PSS

Nº do Evento Nº PSS Data de abertura Data de fechoNº de dias desde a

abertura até ao fecho

10 1 25.05.14 30.05.14

Causa Raiz

Parafuso do fim do curso solto

. .. . . .

.. ... . . . . . .

Department | 29/05/2014 | © Robert Bosch GmbH 2014. All rights reserved, also regarding any disposal, exploitation, reproduction, editing,

distribution, as well as in the event of applications for industrial property rights.

Fast Reaction system

1

EscalonamentoLimite de reação

Pull Cord

8

7

6

5

4

3

2

1

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 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Dias

Sim Não 19 20 21 22 23 26 27 28 29 30 2 3 4 5 6

1 X

2 X

3 X

4 X

DiaNº do

StandardDesvio identificado

23 1 Temperatura encontrada de 28º

Nº

4

23.05.1423.05.14Dimensionamento através do sistema RPPD3

Se não é feito a confirmação do processo ao novo standard justificar como garantir que não há desvios ao standard

Standard

Temperatura do equipamento XPTO = 25º ± 2º

AAAAAAA

BBBBBBB

Todos os pinos de 0.6 foram retirados do stock. Os pinos novos tem cor azul e branco . Antes vermelho e branco. O encaixe para os novos pinos diferente dos pinos 06.Menor diâmetro não permitindo a colocação do pino antigo.

Data real Data planeadaResponsávelCausa/motivo do desvio Acão corretiva

Falha do controlador de medida dos limites. Estava mal dimensionado Joaquim Engenhoca

CW _____ CW _____Nº

Confirmação do Processo

Aplicável ?

Follow - up aos desvios ao processo de confirmação

Pinos de fixação do PCB no Equipamento XPTO de 0.5 mm ± 2%

CW 21 CW 22 CW 23 CW 24 CW 25 CW 26

Regular Communication

Registo de participação na Reunião: VS

DI Mês:

CW DB

E1

/ Fra

ncis

co V

ieira

LOG

_C_P

/ P

aula

Ale

xand

rino

MO

E23

/ D

omin

gos

Vie

ira

TE

F8

/ Dan

iel V

ieira

MO

E26

/ R

ui A

lbuq

uerq

ue

DB

E /

Fer

nand

o T

eles

MO

E /

Ant

ónio

Per

eira

PT PC LOG LOG2 MOE TEF TEF1 QMM1 HSE DBE DBE1

VSM

CR

VSM

DI

VSM

TT

VSM

CC

4

5

SC

26

-01

-20

12

Área: Janeiro

1

2

3

Bosch Production System

1 Type of meeting: Product family Value Stream

2 Objective and purpose:

Follow up of KPI and main improvement activities

3 Participants:

VS manager

VS team

4 Place: Gemba (visualization board)

5 Duration: From…………until…………….

6 Regular date: ……………….

7 Frequency: Weekly

8 Agenda:

Follow up of KPI and action to cover deviations

VS target condition follow up

9 Results:

Focus the resources on the improvement of the VS

Ensure the successful execution of the target deployment

10 Who is informed?

MOE2, DBE and others VS managers

11 Is there a log: OPL

12 Log distribution list: no

13 What are the consequences of the meeting?

STRUCTURED COMMUNICATION

INFORMATION SHEET

Fast Reaction System

Target Condition

Regular Communication

Process Confirmation PSS

PRÉMIO KAIZEN LEAN


BPS: DMMDaily follow-up of the KPI Monitoring

PRÉMIO KAIZEN LEAN


BPS: SavingsFirst revision 2015

473 543 € / monthly

PRÉMIO KAIZEN LEAN


Prémio kaizen Lean - 201513 de Abril de 2016

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