rec scancell
TRANSCRIPT
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RENEWABLE ENERGY CORPORATION
LEAN AT REC
onsdag, 15. juni 2011
Jonas Wallmander
Learning's Lean implementation REC Scancell
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2 2011 REC All rights reserved. Confidential
Jonas Wallmander
Development engineer, project leader ABB Robotics
Process Engineer REC Scanmodule
Process Engineer Leader REC Scanmodule
Production Manager REC Scanmodule
RBS & Performance Manager REC Scancell
Performance, Process & Technology Manager REC Scancell
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Outline
Basic lean
REC Business System (RBS)
Scancell RBS implementation 2008 Q3 2010
Scancell RBS implementation Q4 2010 2011
Results & Conclusions
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Lean basic
Earnings = Price - Cost
It is the customer
that sets the price
As a production unit the only
thing that you can affect is
the cost
And do it thru shortening
lead time, eliminate waste,
improve safety, morale and
get in control of your quality
and performance indicators
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REC Silicon employees working at the plant in Moses Lake WA, USARIGHT HERE AT REC
REC Business System (RBS)
In brief
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DISCIPLINE
5S
ACCURATE FACTS, FIGURES &
VISUAL MANAGEMENT
CONTINUOUS IMPROVEMENT & SYSTEMATIC PROBLEMSOLVING
LEVELING
STABLE & RELIABLE PROCESSES (4M)
WASTE
REDUCTION
CUSTOMER SATISFACTION
BEST SAFETY - BEST QUALITY
SHORTEST LEAD TIME - LOWEST COST
0 DEFECTSPERFECT FLOW
HSE & QUALITY
R E C I D
RPS PRINCIPLES
INDUSTRIALIZATION
TECHNOLOGY
DEVELOPMENT & VALIDATION
REALIZE THE POTENTIAL OF
PRESENT TECHNOLOGY
UNDERSTAND PRESENT TECHNOLOGY
TECH.
STEP CHANGE
OPTIMIZED MANNING
TRAINING
CRITICAL COMPETENCE
ORGANIZATIONAL STRUCTURE ROLES AND
RESPONSIBILITIES
REC
LEADERSHIP
STABILITY
&
CONTINUOUS
IMPROVEMENTS
The House
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Principles of the house
Work from the ground and up
Start with common values and
principles and then use the tools
The result appears in the internally
in the ceiling and externally on the
rooftop
DISCIPLINE
5S
ACCURATE FACTS, FIGURES &
VISUAL MANAGEMENT
CONTINUOUS IMPROVEMENT & SYSTEMATIC PROBLEMSOLVING
LEVELING
STABLE & RELIABLE PROCESSES (4M)
WASTE
REDUCTION
CUSTOMER SATISFACTION
BEST SAFETY - BEST QUALITY
SHORTEST LEAD TIME - LOWEST COST
0 DEFECTSPERFECT FLOW
HSE & QUALITY
R E C I DRPS PRINCIPLES
INDUSTRIALIZATION
TECHNOLOGY
DEVELOPMENT & VALIDATION
REALIZE THE POTENTIAL OF
PRESENT TECHNOLOGY
UNDERSTAND PRESENT TECHNOLOGY
TECH.
STEP CHANGE
OPTIMIZED
MANNING
TRAINING
CRITICAL COMPETENCE
ORGANIZATIONAL STRUCTURE ROLES
AND RESPONSIBILITIES
REC
LEADERSHIP
INDUSTRIALIZATION
TECHNOLOGY
DEVELOPMENT & VALIDATION
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Standardize all activities
Customer-supplier connection
Optimize flow
Improvements & Problem solving
1
2
3
Basic design
of the system
4Developingthe System
Standard
method
& execution
Supplier
Custome
r
3
1
2
4
Our Principles help developing and implementing RPS
They are the linchpin of the system
SPL
Business
Case
Current
Condition
Target
Measure
Action plan
1. UNDERSTAND YOUR BUSINESSCASE
Problem
Team
2. ORGANIZE YOUR PEOPLE
3. DESIGN AND IMPROVE YOUR SYSTEM
USE OUR RULES IN USE (RiU)
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REC Wafer production plant, Herya, NorwayRIGHT HERE AT REC
RBS ImplementationREC Scancell 2008 Q3 2010
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2008 - 2010
Extensive Lean program started
External consultants into Scancell
JMAC
BCG
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Organization
External organization to implement RBS RBS leader
Operators
Engineers
Consultants
Scancell
organization
RBSorg.
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Everything needs to be followed up else it will faill
Improvement
Time
Follow up is the key
to holding a standard
Without Holding
standard
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Follow up and train
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To sustain the improvement even the manager has to be
followed up
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Examples from REC ScanCell in Narvik
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Six sigma implementation in production
19
Target OK Target Avg Range
INPUT
OUTPUT
CONTROL
CONDITIION
PROCESS MAP Units Meas Sys Sampling Freq
Sheet R ohm 4 point 5 1/hr
Reflect ivity % Optical 100%
Surface 100%
PROCUCT PROCESS CONTROL PLAN
1. SIPOC 2. Flow Chart
4. Process Map
ProcessOutputInput
Control
Condition3. Focus Diagram (P-diagram)
Process
M
AR
OCAP
5. Regulation System 6. Control Plan
Units Meas Sys Sampling Freq
Sheet R ohm 4 point 5 1/hr
Reflec tivity % Optical 100%
Surface 100%
Failure Mode Effect Analysis
7. FMEA
O
CI
MP
i1 c1 c2 c312
8. Elimination Tree
SPC
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Visual management and meeting structure
Critical Process Management (CPM)Meeting Stabilization process engineer meets with equipment
engineer and operator to report process and
equipment errors
Purpose is to solve the problem at the source and
create communication in-between operator and
engineers
Production meeting Escalation of problems that not are solved at the
CPM meetings
High management attention
All KPIs reported both leading and lagging ex.
Number of Job observation, sick leave,
environmental pollution,..
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Value Analysis of the impact of different KPIs
Find the KPIs that are driving cost down
Waste, Fixed cost
Yield
Cycle time
Efficiency
Availability
Have a two weeks workshop brainstorming and make pre-studies to understand
what projects to run
Create a project roadmap for the coming year and put focus on getting the high
priority projects implemented. Run all projects according to RBS prinsiples
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How to get people to walk the extra mile
Create the team thatwill make the change
Management team and
some extra functions
Create the Burning
Platform
Business case for the
site
Point out the road
where to go Follow up frequently
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REC panels installed in a power plant in Alicante, Spain.System size of 8 MW, powering 4 896 householdsRIGHT HERE INALICANTE
Results &
Conclusions
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Learning's
Lean takes time and no1 is the right leaders with the right mindset
To get speed in implementation you need a common understanding in the entireorganization
Competence is often the biggest hinder in an Lean implementation
Time for training is often underestimated
By having an external Lean team you get the speed up but there are risk of low
ownership in the organization.
Dont do it as a leader if you are not willing to go the entire way with follow up andbeing the leading example