Lean Manufacturing Project

GE Oil & Gas

JPS – Jandira Production System & LEAN IMPLEMENTATION @ Connectors Cell

Lean is to handle with change … Which change is more welcome than a new life into our family ?

Welcome Isabela … Congrats Eduardo.

TELEPHONE DIALING CHANGE: 1. 8 4537 Our Grand Mother’s environment

2. 38 4537 Our Mother’s environment



3. 338 4537 Our Time

4. 4338 4537 Our son’s time



3. 338 4537 Our Time


5. 011 4338 4537 If your son lived in SP and you in

Rio

6. 021 11 4338 4537 you are as old as your

Granma !



3. 338 4537 Our Time


5. 011 4338 4537 If your son lived in SP and you in

Rio

6. 021 11 4338 4537 you are as old as your

Granma !

7. 021 11 9 4338 4537 rest in peace …

… but this is

Debugging Lean (Harvard Review Papers)

• Clear binomial communication …Yes or No

• All the flows need to be the more direct possible

• From the top up to the lower level of organization

• Kaizen (Continuous improvement)

4 points !!!

BUBBLE LEAN

HOW did

WE SPEED UP

The Change …

IAA & Model Line

Connectors Cell

The JPS: Jandira Production System

Visual Management : KPI

DASHBOARDS

Standardization & Kaizen

Robust Government Process

Standardization & Kaizen

Safe

ty

Qu

alit

y

Deliv

ery

Co

st

Mo

ral

JPS – Jandira Production System

PROJECT TEAM

Team Charter - alphabetical order

Aguinaldo

Nogueira

Manufacturing

Engineer

Bruno Alba

Quality Control

Specialist

Camila

D’aquino

Planner

Cesar de

Arruda

Connectors

Cell Leader

Eduardo

Faria

Coating

Inspection

Fernando

Siviero

Manufacturing

Internship

Francine

Oliveira

Inspection

Control

Jucefani

Carvalho

Mazak

Operator

Leonardo

Porfirio

Manufacturing

Luciano

Almeida

Manufacturing

Engineer

Maria

Eduarda

Production

Supervisor

Moisés

Constâncio

Adjustment

Operator

Reinaldo

Leopoldo

Lean - Bubble

Team

Ricardo

Donizetti

Mazak

Operator

Rodrigo

Bachesque

Quality

Inspector

Leandro

Silva

Inspection

Control

Rogério Di

Bortoli

Lean - Bubble

Team

Vagner

Mendes

Mazak

Operator

Luiz Leite

GEVISA Lean

Celso

Anastácio

Coating

Leader

Eduardo

Silveira

Inspection

Control

Rubens

dos Santos

Warehouse

Leader

THE CHALLENGE

Defining the Objectives:

• 60% of Lead time reduction

• Reduce walking distance in 50%

• Reduce WIP in 70%

• Reduce waiting time in 70%

•Reduce area utilization in 60 %

• Housekeeping Improvement

• Visual management implementation

• EHS/Ergonomic improvement

Target Sheet

Metrics UOM % Start Target FW 43 FW 44 FW 45 FW 46 FW 47 FW 48 FW 49 FW 50 FW 51

Part Walking Distance Reduction meters 50% 205 102.5 - 48 48 48 48

Lead Time Reduction hours 60% 177.00 70.80 - 10.00 6.85 6.85 6.85

% AV Time % - 51% 70% - 90% 90% 90%

WIP Reduction (20'') units 70% 100 30 - 54 38 7 4

WIP Reduction (30'') units 70% 17 5 - NA NA 6 4

Waiting time reduction hours 70% 168 50.4 - 2 0.7 0.7 0.7

Space Utilization meters 60% 179.2 71.68 - 49 50 50 50

Production Capacity Increase 20'' parts/day 50% 4 6 - 9 9 9 9

30''

InP

rog

ress

30''

InP

rog

ress

36''

InC

ert

.

36''

InC

ert

.

Defining the challenge

Historical Connectors KPI’s

KPI’s

Connectors

PROCESS ANALYSIS 1. MAIN OPERATIONS 2. VSM 3. TT & CT 4. VSM ACTION PLAN 5. WALKING DISTANCE 6. 5 S 7. AREA USAGE

Process documentation

VA = 5.1 %

60

50

30

20

10

40

Current Value Stream Map

K-1 K-2

VSM Action Plan… 58 opportunities Priorities in gain & effort Matrix

FW 41 VSM

AV 9 hours

(5.08%)

NAV 168 hours

(94.92%)

Lead Time 177 hours

20’’ 30’’ TOTA

L

WIP

(parts) 100 17 117

FW 44 VSM 20” Connectors

FW 41 FW 44

AV* 9 h 6.13 h

NAV* 168 h 0.72 h

Lead Time* 177 h 6.85 h

WIP* 100 (20’’) / 17

(30’’)

38

(20’’)

Source: Measured with a conventional

chronometer

5%

95%

FW 41 89%

11%

FW 44

*Time in hours

WIP in parts

Lead Time Reduction: 96.1%

0

0,5

1

1,5

2

2,5

3

3,5

4

4,5 TT vs CT

CT = 1

h

CT = 3 h

CT = 1 h

CT = 0,5 h

CT = 1,5 h

CT = 4 h

TT = 2,2 h

FW 41 TT & CT Diagram

3

Operators

3 Shifts

Crane

1 Operator

1 Shift

Crane

3

Operators

3 Shifts

Crane

1/2 Operators

2 Shifts

1 Operator

1 Shift

1/2

Operators

2 Shifts

Crane

0

0,5

1

1,5

2

2,5

3

3,5

4

4,5 TT vs CT

CT = 0.25 h CT = 0.42 h

CT = 1.25 h CT = 1 h

CT = 0.5 h

CT = 2,5 h

1/0.5 Operators

2 Shifts

TT = 2,2 h

FW 44 and onwards …TT & CT Diagram

3

Operators

3 Shifts

Crane

1 Operator

1 Shift

Crane

3

Operators

3 Shifts

0.5 Operators

2 Shifts

1 Operator

1 Shift

1/0.5 Operators

2 Shifts

Crane

CT = 1.5 h

0

0,5

1

1,5

2

2,5

3

3,5

4

4,5 TT vs CT

CT = 0.25 h CT = 0.08 h

CT = 0.83 h CT = 1 h

CT = 0.5 h

1/0.5 Operators

2 Shifts

CT = 1.5 h

TT = 2.2 h

FW 49 and onwards …TT & CT Diagram

3

Operators

3 Shifts

Crane

1 Operator

1 Shift

Crane

3

Operators

3 Shifts

0.5 Operators

2 Shifts

1 Operator

1 Shift

1/0.5 Operators

2 Shifts

Crane

New TT = 1,5 h

15 min 15 min

50 min

CT = 1.5 h

QC TIME was considered measuring 2 parts with the same setup

AWO FW 43

Team Evaluation for the 7 ways

Seven Ways for connector

1 2 3

4 5

Walking Distance Diagram - BEFORE

1

2

3

4

TOTAL = 205 meters

Part Walking Distance

1-2 70 meters

2-3 15 meters

3-4 120 meters

1 2

3

5

TOTAL = 50 meters

Walking Distance Diagram - AFTER

4

4

Part Walking Distance

1-2 5 meters

2-3 3 meters

3-4 4 meters

4-5 38 meters

A1 A2

Wotan VI

A4

A1 = 73,4 m²

A2 = 16,8 m²

A3 = 24 m²

A4 = 50 m²

A5 = 15 m²

A5

A3

179.2 m²

A*

A* = 49 m² 73 % less

Area Utilization Before / After

SAMPLES OF IMPROVING ACTIONS IMPLEMENTED...

KAIZEN – AWO Training People … and document it !

Fotos

Projeto Nr. 2012-11-0004

Antes Depois

Titulo: Teste Funcional com Caixa e Pino CelAcessórios

Fotos

Risco ergonômico alto, mal

posicionamento da peça, irregularidade

na montagem das partes, sujeito a

danificar a rosca.

O dispositivo foi deselvolvido para facilitar

a montagem e o teste funcional, sem

esforços , perigos de deformações das

roscas.

Resumo Geral mês Antes Depois

Tempo ( h ) 350

op/mês

horas/mês 0 horas

Custo ( R$)

Quantidade ano (un)

Save Total ano ( R$) R$ R$ 0

Produtividade (CT) x

Desperdício (LT)

Qualidade x

Housekeeping x

EHS x

Bullet Train (R$)

Impacto ao OTD

AWO

Impacto

Francine / Eduardo e Bob - Montagem

Present

After 2 weeks

Lay out Change ...

Before

Present

After 2 weeks

Layout Change

Before

BEFORE FW

43

AFTER FW

44

SQDCM Board Implementation

BEFORE FW

40

AFTER FW

42

Loose hose

Wooden boxes Tooling & devices

Mixed parts

Construction material

Multi purpose table

K1 PRE-WORK...

BEFORE FW

42

AFTER FW

44

BEFORE FW

42

AFTER FW

44

SQDCM Board VSM CHART

Tables with Wheels

Green

Recycle Bins 5 S Dash board

ALIGNMENT DISCUSSIONS REQUIRED

1. PCP frequent meetings for sharing

the objectives (Cell & Victor’s team &

Macaé)

2. Engineers meeting for alignment on

the new lay outs initiatives

IMPLEMENTATION OF FOCUSED TEAMS:

1. WHEELS TEAM

2. MANIPULATOR & HANDLER

TEAM

LEAN IMPLEMENTATION ROAD MAP CONTROL

Lean Implementation ROAD MAP

KAIZEN – AWO Lessons Learnt: Things gone right … things gone wrong …

KAIZEN – AWO Parts trespassing …

KAIZEN – AWO First Move needs courage!

KAIZEN – AWO Second is less painful!

KAIZEN – AWO Comfort Zone need to be Redefined, With the participation of All…

KAIZEN – AWO All the team involvement

KAIZEN – AWO Good effect all over... Valuable free space !

KAIZEN – AWO Difficulties are clearly seen…

KAIZEN – AWO Barriers are crossed over …

KAIZEN – AWO With happiness and proud people…

KAIZEN – AWO Closeness & Team work generates always smart solutions…

KAIZEN – AWO Better process…

Means happiness

and proud people…

KAIZEN – AWO Green Field + better process = Nice environment !

BEFORE FW 40 AFTER FW 42

K1

KAIZEN – AWO Process Improvement not stopped on the boundaries !

KAIZEN – AWO Footsteps X Standardized Process

0 X 10 !

Visual Management Boards

KAIZEN … IT IS ON OUR DAILY LIFE …

Lean Manufacturing Project

Documents