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LMS
April 2008Chicago, Illinois
WCBFWCBF
Lean Six Sigma SummitManaging the Corporate Change for your Deployment
LMS
Advance Relentlessly
LMS
More Than 90,000 Employees; 242 More Than 90,000 Employees; 242 Facilities In 33 CountriesFacilities In 33 Countries
Lear is a Leading Global Automotive SupplierLear is a Leading Global Automotive Supplier
LMSLear Content On Over 300 Vehicles WorldwideLear Content On Over 300 Vehicles Worldwide
We Serve All the World‘s Automakers We Serve All the World‘s Automakers
LMS
1. Why we do LMS
2. Evolution of LMS / Structure
3. What is needed for Deployment
4. What is LMS and how it Works
5. Examples of LMS at work
6. Advantages to Customers
7. Advantages to Suppliers
8. Advantages to Lear
9. What we have learned
10.One Final result.
Presentation ContentsPresentation Contents
LMS
LMS
LMS EvolutionLMS Evolution
BestPractices
LessonsLearned
LearManufacturingExperiences
ToyotaProduction
System
Lear Manufacturing System(LMS)
LMS
Systems Approach to Lean Deployment
Manufacturing System
2 Foundations 4 Pillars
Foundations, Pillars & all LMS Elements are Interdependent
Create Total Lean Behavior that provides results oriented activity.
What is LMS What is LMS
Lear Manufacturing System
LMS
Lear Manufacturing SystemLear Manufacturing System
LMS“Total Lean Behavior”
Ho
use
keep
ing
Qu
alit
y F
irst
Mat
eria
l Flo
w
Pla
nt
Lay
ou
tLear People
Product DesignFoundation
Pillars
LMS
TrainingOperator SupportEmployee InvolvementHeath & Safety / Ergonomics
Lear People – Key ElementsLear People – Key Elements
Lear People
LMS
Lear People - TrainingLear People - Training
• Six Sigma Training– 4 month intensive certified Black Belt – 2 month certified Green Belt – 6 month certified Master Black Belt
• Lean Facilitator Training– 3 month training– Certification via “Model Area”
• In-Plant Training– Kaizen events used to teach and apply– Events facilitated by Plant Lean Facilitator and or Lean Master– Training records maintained by plants
LMS
Lear People – Operator SupportLear People – Operator Support
• LMS works from inside out – that is, from the operator first and foremost
Operators perform the true value added operations and must be successful every time
LMS
Lear People – Employee InvolvementLear People – Employee Involvement
• Our people are involved:– In all three stages of
product launch– Upfront design, launch and
Continuous Improvement
– Designing of work stations, layouts and product– Ergonomic and Health & Safety concerns (Virtual
Cad)– Process and product changes (Design for
Manufacturing)
LMS
This is our over-riding responsibility.
Lear People – Health & Safety / ErgonomicsLear People – Health & Safety / Ergonomics
We create a safe and ergonomically sound, injury free workplace for all our employees through LMS
LMS
Product Design - Key ElementsProduct Design - Key Elements
Lear People
Product Design
Design For Six Sigma (DFSS) Design For Lean (DFL)Common Hardware / Architecture
LMS
Lean Design
Op
tim
ize
Val
ue
thro
ug
h D
esig
n
Red
uce
Was
teth
rou
gh
Des
ign
DFSS (Foundation)
Lean Design System StructureLean Design System Structure
The use of DFM/A early in the design process is necessary because 70 percent of the 70 percent of the product costs are set by the time the product leaves the initial design teamproduct costs are set by the time the product leaves the initial design team.
Any effort to reduce cost after the design stage can only influence the remaining 30 percent of product cost.
The greatest effectgreatest effect that DFM/A has is the reduction of total part count in a productreduction of total part count in a product. A reduction in the part count results in fewer interfaces between parts and a better product.better product.
LMS
Product Design – Design for Six Sigma (DFSS)Product Design – Design for Six Sigma (DFSS)
DFSS, part of
our overall Six
Sigma culture,
is used in the
product design process to reduce overall
process and product variation.
LMS
Product Design – Design for Lean (DFL) Product Design – Design for Lean (DFL)
Product design teams
understand and employ
LMS principles in
order to ensure that our
product can be
manufactured in an Lean environment.
This includes packaging, presentation and
flow principles that ensure operator success.
LMS
07 GM – Truck & SUV
Common proven designs use common hardware and architecture to reduce costs
Product Design – Product Design – Common Hardware / ArchitectureCommon Hardware / Architecture
Lear Flexible Seat Architecture
06 Ford Fusion
06 Mazda 6
06 Ford Mustang
06 Lincoln Zephyr
06 Mercury Milan
06 Ford Explorer
06 Chevy Impala
06 Chevy Monte Carlo
06 Buick - Lucerne
12 million units produced to date
LMS
Housekeeping – Key ElementsHousekeeping – Key Elements
Ho
use
keep
ing
Lear People
Product Design
5S / Workplace OrganizationVisual ManagementTotal Predictive Management
(TPM)Standardize Work
LMS
Develop Housekeeping Standard
and Philosophy
Involve andtrain the employees
Take theassessment
Develop a corrective action plan
Motivate and engagethe employees
Build a cross functional team
Improve the Housekeeping
Find the best practices
WORLD CLASSHOUSEKEEPING
Housekeeping – The Cycle of SuccessHousekeeping – The Cycle of Success
LMS
Housekeeping – 5S / Workplace OrganizationHousekeeping – 5S / Workplace Organization
A LMS cornerstone. All improvements flow from World Class Housekeeping. It must be in place in order to execute LMS
“A place for A place for everything everything and and everything everything in it’s place.in it’s place.””
LMS
Housekeeping – Visual ManagementHousekeeping – Visual Management
Visual management tools control processes so that the process speaks to the observer. From labeling & signage to data & metrics review
LMS
Housekeeping – Total Predictive MaintenanceHousekeeping – Total Predictive Maintenance
Equipment, tools and facilities must be in optimal operating conditionin order to execute LMS. TPM is used to ensure that capital is maintained without wasting resources
LMS
Housekeeping – Standardize WorkHousekeeping – Standardize Work
Standardized work reduces process variation and ensures consistency in our products, processes
and delivery
LMS
Quality First – Key ElementsQuality First – Key Elements
Ho
use
keep
ing
Qu
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y F
irst
Lear People
Product Design
Quality at the Source (Jidoka) Problem Solving (PDCA) Six Sigma Error Proofing Manufacturing Execution Systems
(MES)
LMS
Quality First – Quality at the Source (Jidoka)Quality First – Quality at the Source (Jidoka)
Quality at the Source(Jidoka) ensures problems are dealtwith in station and are not passed on to downstream operations, repair loops and most important our customers
LMS
Quality First – Problem Solving (PDCA)Quality First – Problem Solving (PDCA)
Basic Problem Solving methodology understands that every change to the process creates other changes and must be managed with a discipline method
PLANPLAN
DODO
ACTIONACTION
CHECKCHECK
I. Identify ProblemII. Analyze CauseIII. Formulate PotentialCountermeasures
I. Develop Implementation Plan
II. Communicate PlanIII. Execute Plan
I. Monitor Progress of Implementation Plan
II. Modify Plan if Necessary
III. Monitor Results
I. Evaluate ResultsII. Standardize Effective
Countermeasure(s) or Start PDCA again Plan-Do-Check-Act, 5
Why and 8-D methodologies are applied on shop floor
LMS
Quality First – Six SigmaQuality First – Six Sigma
Six Sigma, a disciplined approach using data is interlinked with Lean to reduce defects and variation in all processes.
Lean LinkSix Sigma ProjectsProcesses
Common Goals
LEAN
Phase II: Process MeasurementPhase II: Process Measurement
Phase III: Process AnalysisPhase III: Process Analysis
Phase IV: Process ImprovementPhase IV: Process Improvement
Phase V: Process ControlPhase V: Process Control
Phase I: Process DefinitionPhase I: Process Definition
MM
AA
II
CC
DD
LMS
Quality First – Error Proofing (Poka Yoke)Quality First – Error Proofing (Poka Yoke)
The best way to control error is to prevent it in the first place. Error Proofing (Poka-Yoke) tools are used to control process inputs and eliminate the opportunity of failure
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