productivity improvement and increase in the material flow
TRANSCRIPT
VISTEON MATERIAL OUTWARD STORE
Self Enhancement Activity of TVSLSL
Productivity Improvement & Improving material flow
OWNERSHIP TEAM:K.Imrankhan
SUPPORT TEAM :Mahendran .m
1
Imran khan& team
Vision OfficerMember
Developmentby Coaching of
Problem Solving
Imran khan
Project Team Co Operation
OWNERSHIP TEAM OF ACTIVITY
CUSTOMER
Sharing the Success StoryDevelop All team Members
2
Mahendran
Manpower Breakup
3
S.NO WORKING AREA Shift A Shift B Shift CNO OF
HEAD COUNTS
1 LINE FEEDING & FORD SEQUENCE 5 5 5 15
2 DISPATCH- HMI & REPACKING 3 3 3 9
3 DISPATCH- FORD 3 3 3 9
4 DISPATCH- MOBIS 2 2 2 6
5 PACKING - GMI,NISSAN,THAILAND,SPARE,EXPORT 7 3 1 11
6 BOX FEEDING 1 1 1 3
7 EMPTY RECEIVING 2 2 2 6
8 FORD CUSTOMER SUPPORT 2 2 2 6
9 TROLLEY WASHING 2 2 0 4
10 DOCUMENTATION 1 0 0 1
11 SUPERVISORS 1 1 1 3
12 HR 1 0 0 1
13 PLANT INCHARGE 1 0 0 1
TOTAL 31 24 20 75
Utilization Figures from Time Study (Line Feeding and Ford Sequence) Productivity Can be improved
Problem Solving : Step 1. Clarify the problem
Target Areas for Improvement
4
Sl. Operation Sub lineCurrent
Manpower/ShiftWork Distribution% Total Utilization %
1
BA HVAC
BA Hvac
1
43%
86% CLICK HERE2 LCI 10%
3 Bols 15%
4 PA 17%
5
B515 HVAC
HA Hvac
1
22%
71% CLICK HERE6 B515 Hvac 31%
7 B515 Cond 8%
8 Comp 11%
9
COOLING MODULE
B517
1
14%
76% CLICK HERE10 HA COOL MOD 18%
11 BA COOL MOD 25%
12 RBI 19%
13
A/C HOSE
BA P
1
17%
65% CLICK HERE
14 BA D 11%
15 B517 16%
16PA 10%
BIN 10%17
18 FORD SEQUENCE B517 Cooling module 1 50% 50% CLICK HERE
TOTAL AVG 70%
5
EXISTING LAYOUT
How did we arrive at the figures?
• Video Analysis to capture process and time required
• Determine the appropriate Unit of Measure (UOM)
• Collect data to calculate average volume / day of the UOMs
• Calculate total time required per activity
• Arrive at utilization rate by comparing time required total available hours at the activity
Problem Solving : Step 1. Clarify the problem
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Sample Study Data of Waiting Time
Waiting time - 5 cycle for each line
Waiting Reason Wait Time % Total Time NVA = 2.24 hours(144
mins)Cumulative
Waiting for fork lift 38% 55 mins 38%
Quality Check delay 28% 40 mins 66%
Gangway Blocked 17% 24 mins 83%
Waiting for Air Cleaning area
17% 24 mins 100%
7
38%
28%
17% 17%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Waiting for fork lift Quality Check delay Gangway Blocked Waiting for AirCleaning area
Reduce footfall by streamlining activities and improving process
Problem Solving : Step 3. Set target
Target of activity
Sl. Target Metric Current Initial Target
1. Labour utilization in numbers per shift 5 4
2. Labour Utilization % Average (Improvement Areas) 70% 87%
8
Root Cause Analysis – Quality check delay
Problem Solving step 4 : Analysis of the root cause
Quality check delay
4 sub lines parts checking in single quality checking points
Why? Why?
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Location Not Available
Root Cause Analysis – Waiting for forklift
Problem Solving step 4 : Analysis of the root cause
Waiting for forklift Trolley not available on floor
Why? Why?
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Forklift operator does not know the next picking trolley
Introducing Kanban
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Gang way block
too many parts waiting at gangway for noise check
No separate space allocated for unchecked parts
Root Cause Analysis – Gangway block
Problem Solving step 4 : Analysis of the root cause
Why? Why?
Root Cause Analysis- waiting at air cleaning area
Problem Solving step 4 : Analysis of the root cause
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Waiting at air cleaning area
Too many trolleys handle in single air cleaning area
Route and work balance not fixed
Why?Why?
Problem Solving step 5 : Develop countermeasure
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SL.NO PROBLEM STATEMENT ROOT CAUSE COUNTER MEASURE
1 QUALITY CHECK DELAY LOCATION ALLOCATION NOT DONE ALLOCATE SEPARATE LOCATION FOR NOISE PARTS
2 WAITING FOR FORKLIFT IMPROPER PLANNING BY LINE FEEDER & OPEARTOR DESTACKED TROLLEY HAVE TO BE KEPT AS PER KANBAN click here
3 GANGWAY BLOCKED NO SEPARATE LOCATION ALLOCATED FOR UN CHECKED PARTS ALLOCATE SEPARATE LOCATION FOR UN CHECKED PARTS
4 WAITING FOR AIR CLEANING AREAROUTE and WORK BALANCE NOT FIXED(4 LINE FEEDER USING 3 AIR
CLEANING HOSES)(PROFILE CLUBBING) 4 LINE FEEDER REDUCE INTO 3
Kanban Process
Feed the empty trolley to empty line with kanban card
Go to empty location point
Forklift operator picking the kanban card and destack the trolley
Line feeder pick the trolley FIFO wise (Card triggering basis)
Filled trolley pick from line side
- Returnable flow- Material Flow- Document flow - Information Flow
Place the kanban card to kanban board
Move to FG location & taking the kanban card from the trolley
Single trolley position at allotted Area with kanban card
ALLOCATED SEPARATE LOCATION FOR NOISE PARTS
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Before After
DESTACKED TROLLEY HAVE TO BE KEPT AS PER KANBAN
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Before After
EXISTING & PROPOSED EFFIECENCY
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EXISTING EFFIECENCY PROPOSED EFFIECENCY
BA Hvac
3
43%
86%
BA Hvac
3
43%
87%LCI 10% BA P 17%
Bolster 15% BA D 11%
PA 17% B517 16%
HA Hvac
3
22%
71%
HA Hvac
3
22%
82%
B515 Hvac 31% B515 Hvac 31%
B515 Cond 8% B515 Cond 8%
Comp 11% PA 10%
B517
3
14%
76%
Comp 11%
HA COOL MOD 18% B517
3
14%
86%
BA COOL MOD 25% HA COOL MOD 18%
RBI 19% BA COOL MOD 25%
BA P
3
17%
65%
BIN 10%
BA D 11% RBI 19%
B517 16% B517 Cooling module
3
50%
92%PA 10% Bolster 15%
BIN 10% PA 17%
B517 Cooling module 3 50% 50% LCI 10%
TOTAL AVG 70% TOTAL AVG 87%
NEXT IMPROVEMENT TARGET AREA
(HYUNDAI DESPATCH AND REPACKING AREA)
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Utilization Figures from Time Study (HMI DISPATCH & REPACKING): Productivity Can be improved
Problem Solving : Step 1. Clarify the problem
Target Areas for Improvement
19
EXISTING EFFICIENCY
Sl. Operation Sub activityCurrent
Manpower
Work distribution
%Labour Utilization %
1
HMI REPACKING
KIT READINESS FOR HA - HOSE,BRACKET,TANK & COMP BOLT REPACKING
1
11%
38%2KIT READINESS FOR PA - HOSE,BRACKET,TANK & COMP BOLT REPACKING
10%
3 STOCK TAKING & BIN READINESS 12%
4 KIT READINESS FOR BA - HOSE,TANK & COMP BOLT REPACKING 5%
5
HMI FLT OPERATOR
DESTACKING
1
6%
70%6 DUNNAGE AUDIT BEFORE LOADING 10%
7 TRUCK AUDIT BEFORE LOADING 9%
8 LOADING THE PARTS TO TRUCKS AS PER INVOICE 44%
9
HMI VANNING PERSON
PLAN RECEIVE FROM POINT CHAMPION
1
5%
72%
10 STOCK TAKING 4%
11 AS PER PLAN PARTS PICK FROM FG LOCATION 30%
12 DUNNAGE AUDIT BEFORE VANNING 10%
13 VANNING ARRANGEMENTS AS PER PLAN 14%
14 PHYSICAL vs INVOICE VERFICATION 8%
TOTAL AVG 60% click here
Reduce footfall by streamlining activities and improving process
Problem Solving : Step 3. Set target
Target of activity
20
Sl. Target Metric Current Initial Target
1. Labour utilization in numbers per shift 3 2
2. Labour Utilization % Average (Improvement Areas) 60% 90%
EXISTING & PROPOSED EFFICIENCY – WITH WORK RE-ALLOCATION
21
EXISTING EFFICIENCY
Sl. Operation Sub activityCurrent Manpo
wer
Work distribuition %
Labour Utilizatio
n %
1
HMI REPACKIN
G
KIT READINESS FOR HA - HOSE,BRACKET,TANK & COMP BOLT REPACKING
3
11%
38%2
KIT READINESS FOR PA - HOSE,BRACKET,TANK & COMP BOLT REPACKING
10%
3 STOCK TAKING & BIN READINESS 12%
4KIT READINESS FOR BA - HOSE,TANK & COMP BOLT REPACKING
5%
5
HMI FLT OPERATO
R
DESTACKING
3
6%
70%6 DUNNAGE AUDIT BEFORE LOADING 10%
7 TRUCK AUDIT BEFORE LOADING 9%
8LOADING THE PARTS TO TRUCKS AS PER INVOICE
44%
9
HMI VANNING PERSON
PLAN RECEIVE FROM POINT CHAMPION
3
5%
72%
10 STOCK TAKING 4%
11 AS PER PLAN PARTS PICK FROM FG LOCATION 30%
12 DUNNAGE AUDIT BEFORE VANNING 10%
13 VANNING ARRANGEMENTS AS PER PLAN 14%
14 PHYSICAL vs INVOICE VERFICATION 8%
TOTAL AVG 60%
PROPOSEDEFFICIENCY
Sl. Operation Sub activityCurrent Manpo
wer
Work distribuiti
on %
Labour Utilizati
on %
1
HMI FLT OPERATO
R
DESTACKING
3
6%
87%
2 DUNNAGE AUDIT BEFORE LOADING 10%
3 TRUCK AUDIT BEFORE LOADING 9%
4 LOADING THE PARTS TO TRUCKS AS PER INVOICE 44%
5 STOCK TAKING & BIN READINESS 12%
6KIT READINESS FOR BA - HOSE,TANK & COMP BOLT REPACKING
5%
7
HMI VANNING PERSON
PLAN RECEIVE FROM POINT CHAMPION
3
5%
93%
8 STOCK TAKING 4%
9 AS PER PLAN PARTS PICK FROM FG LOCATION 30%
10 DUNNAGE AUDIT BEFORE VANNING 10%
11 VANNING ARRANGEMENTS AS PER PLAN 14%
12 PHYSICAL vs INVOICE VERFICATION 8%
13KIT READINESS FOR HA - HOSE,BRACKET,TANK & COMP BOLT REPACKING
11%
14KIT READINESS FOR PA - HOSE,BRACKET,TANK & COMP BOLT REPACKING
10%
TOTAL .AVG 90%
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PROPOSED LAYOUT
BENEFITS
Tangible
Reduced 6 man heads out of 75
Direct cost saving of Rs.8.69 lakhs per annum (rs.12077*6*12)
Intangible
Work efficiency is improved from 70% to 87% at Line Feeding and Ford Sequence
Work efficiency is improved from 60% to 90% at Hyundai Dispatch and repacking
Customer delighted and opportunity for encirclement
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Thank You
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