1 Implementing and Leading a TPS like Facility by Michael Benner ASQ Presentation v1.ppt 2 Honeywell’s Businesses Diverse Businesses, Technologies and Products 2006 Sales $12B $12B $5B $5B $11B $4B Aerospace Specialty Materials Automation and Control Solutions Transportation Systems Total = $31B
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ASQ Presentation v1.ppt 1
Implementing and Leading a TPS like Facilityby Michael Benner
ASQ Presentation v1.ppt 2
Honeywell’s Businesses
Diverse Businesses, Technologies and Products
2006 Sales
$12B$12B
$5B$5B
$11B
$4BAerospaceSpecialty
Materials
Automationand Control Solutions
TransportationSystems Total = $31B
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ASQ Presentation v1.ppt 3
Golden Valley Facility Information
GVO is the largest ACS facility in North America
The Plant•70 Acre site (22 under roof)• 1.15M square feet (Factory is 700K sq ft)• Built in 1956; Office complex added in 1983• 500 Factory (Teamsters Local 1145)• 61 Salaried (Core GVO office & technical) employees
• Annual external Sales Revenue of $105M with over 3 million end items shipped•Applications include: Combustion controls, heating & ventilation products for home and commercial businesses, and pool & spa controls•Products include: thermostats, gas valves, ventilation actuators, electronic air cleaners, and boiler controls
• Externally demanded fabricated parts provide an additional $15mil of revenue
• Processes include: 14 assembly lines, die casting, plastic molding, stamping, metal finishing, machining, and glass forming/blowing.• Customers include (OEM, Trade & Retail): Trane, Lennox, Weil-McLain, Beckett, Yamatake, Johnstone Supply, R. E. Michel, Watsco, Inc., Ferguson, Gensco, Home Depot, Lowes
ASQ Presentation v1.ppt 4
Electronic Air Cleaners
Gas Valves
Factory Tour – October, 2006
Golden Valley Products
T87-Nonprogrammable thermostat
Mod IV – Foot mounted actuator
Oil Hydronics- residential burner safety devices
Optics-commercial boiler safety devices
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ASQ Presentation v1.ppt 5
Deming quotes“The key is to practice continual improvement and think
of manufacturing as a system, not as bits and pieces.”
“The worker is not the problem. Management is the problem.”
Compare Deming’s 14 points to the 14 principles describedin Jeff Liker’s The Toyota Way
ASQ Presentation v1.ppt 6
The U.S. Manufacturing Landscape A summary of results from the 2005 IW/MPI Census of Manufacturers.
By Tonya Vinas
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ASQ Presentation v1.ppt 7
The House of Toyota
Toyota Way PhilosophyPeople
Leveled Production (heijunka)/Single Piece FlowStandard Work and Kaizen
New Standard Work InstructionPart Name Op or Station # Page
Harness 300 1 of 1
Ord
HARNESS TERMINAL FIRST TUBE
SECOND TUBE
THIRD TUBE TUBING
206806A WHITE 5 K @ £206806B WHITE 5 H # £206806C WHITE 10 Q ¢ £206806D WHITE 13 V Δ £206806E WHITE 11 S √ £206806F WHITE 11 P £206806G WHITE 8 N & £206806H WHITE 1 A £206806J WHITE 1 ÷ £206806K WHITE 15 G ! ;206806L BLACK 6 L % £206806M BLACK 6 J $ £206806N BLACK 12 T ↑ £206806P BLACK 14 W = £206806Q BLACK 12 R □ (206806R BLACK 6 F £206806S BLACK 12 + £206806T BLACK 7 E £206806U BLACK 9 M * £206806V BLACK 4 D ? /206806W WHITE 2 B Ø £206806Y BLACK 3 C ● £206806Z BLACK 6 F ¥
Group Leader QualitySteve Kolles Steve Volk
P9 When changing over to a new assembly or when shutting down, remove all wires from tubes and empty into storage totes and empty terminals and tubing back into storgage bins
P8When the tote the harnesses fall into after exiting the oven is full, unwrap the assemblies if they were wrapped and place in the appropriately marked tote
Place the bundle of wires in the tube labeled First Tube
Notes: For parts identification see routing
P4 Grab a bundle of tubing as specified in the Harness Table for Tubing
P5 Place the bundle of tubing in the Tubing Tray at the workstation
Place the bundle of terminals in the Terminal Tray at the workstationP7
P6 Grab a bundle of terminals as specified in the Harness Table
P3 Repeat steps P1 and P2 for the Second and Third Tubes
7 Slide tubing over wires and align on terminal
8 When assembling harnesses which are 32" or longer, wrap the harness
9 Place assembly in oven
P1
P2
Grab wire from the Second Tube and insert into the 2nd slot in the terminal5
6 Grab wire from the Third Tube and insert into the 3rd slot in the terminal
3 Grab terminal from Terminal Tray and insert into Harness Fixture
4 Grab wire from the First Tube and insert into the 1st slot in the terminal
Standard Work In Process: 0
Date Revised2Jerry Brooks
SecondsCycle Time: 34 Takt Time: 55.8
Standard Operating Sheet
3/1/2007Approved by
Process Steps
Engineer Rev
1 Grab tubing from Tubing Tray
Grab a bundle of wires as specified in the Harness Table for the First Tube
OS or Part Number
206806X
Name Initials
Alt. Process
2 Mark tubinng with last letter of harness being assembled. Leave tubing to allow ink to dry
HARNESS TABLE
Seconds
Process Description
Harness Assembly
Std. Op Code
J30A
QC Work Content Verify Notes Safety
Tug the wire after inserting into the terminal to ensure it
is securely fastened
2
7
8
Verify the tubing is not over the end of the
terminal
Verify the oven is at 300° +/- 5°
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ASQ Presentation v1.ppt 17
Work Station Visualization to Mistake Proof
Number Alpha Symbol
ASQ Presentation v1.ppt 18
NEW PARTS RACK
OLD TOTE IDENTIFICATION NEW TOTE IDENTIFICATION
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ASQ Presentation v1.ppt 19
Single Piece Flow Improvement
ASQ Presentation v1.ppt 20
Material Flow- Milk Run Cart
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ASQ Presentation v1.ppt 21
Visual Management
Hour x Hour chart
Progress visual at a section of line in MOD IV
ASQ Presentation v1.ppt 22
Daily Accountability
Steve (GL) getting the Hr x Hr chart ready for the dayProblem explanation at the Tier 2 daily meeting
Michael leading the daily Tier 4 meetingTier 3 meeting – discussion daily cell output
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ASQ Presentation v1.ppt 23
Plant Manager Standard Work Panel M T Panel 4
2-3 W T ~ Always take opportunity to teach / F S ~ Always monitor standardized work
~ Make progress to goal(s) visible~ Always monitor for the 3M's [Waste] in your Work Area:
7 Forms of Waste [DOTWIMP]Task performed inconsistenlyThings that prevent work fromflowing.Excessive physical stress &strain to perform task.
Confirm PDCA cycles for "Top Five" Things found wrong
Monitor shift starts and shift ends as well as break times.
Conduct Factory walk with Manu. Leader to observe and identify waste and improve.
Weekly check Manu. Leader and Ops Leader Std. Work
Assure proper deployment of human resources throughtout plant.
Mura
OBSERVATIONS
3 M's
Muda
Muri
Address material flow issues between asmbly, fabrication, and external to plant.
Review metrics throughout plant on a daily basis.
Perform a monthly safety audit with HSE
/ 2007Complete TASK ACTIONS & FOLLOW-UP
Behave in a safe manner. Maintain housekeeping
Walk Factory Floor before Production meeting
Week Beginning: Complete TASK ACTIONS & FOLLOW-UP
FoldFold
ASQ Presentation v1.ppt 24
Characteristics• Operations leaders - must be
passionate and model the commitment. – Create stretch goals that are radical.– Build the right leadership team
• Coach/develop• Spend time discussing concepts, strategy,
tactics (the Site Steering Team)• Remove the anchors
– Define the few critical objectives.– Create environment where the shop floor
can manage itself.• Support people - must be a zealot.
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ASQ Presentation v1.ppt 25
Recognize people for changing the way they work
Celebrate the JourneyImprovement team luncheon
HOS Star luncheon Personal recognition
ASQ Presentation v1.ppt 26
Be an ambassador of production system
• Embrace Change! Be an “agent of change”. Production system deployment needs your full support and active participation.
• Change your management approach and the organization.• Integrated work planning – Hoshin Planning• Operations is the ultimate internal customer – support it!• Develop and maintain leadership standardized work • Walk the shop floor, respond rapidly, andons, and problem solve • Teach people to train others (OJT). Start with yourself.• You must have observable behaviors that support the spirit and
intent of the production system.• Change the culture!• Involve People• Reach out and impact others (coaching)