Process Improvements in a Complex Environment · Various Trainings in the Bosch Production System (BPS) & Project Management Bosch Packaging Systems AG, Beringen, Switzerland ...

Internal | PA-CF/DBE | 4/17/2013 | © Bosch Packaging Systems AG 2013. All rights reserved, also regarding any disposal, exploitation, reproduction, editing,

distribution, as well as in the event of applications for industrial property rights.

Process Improvements in a Complex Environment

Packaging Technology

Process Improvements in a Complex

Environment

Sebastian Kühne (PA-CF/DBE)

1

Internal | PA-CF/BPS | 4/17/2013 | © Bosch Packaging Systems AG 2013. All rights reserved, also regarding any disposal, exploitation, reproduction, editing,


CV


Sebastian Kühne

2003 – 2009

2009 – 2011

2011 – today

Mechanical Engineering, University of Karlsruhe and Purdue

� Major: Production Planning & Control, Production Technology

Bosch, Division Packaging, Waiblingen, Germany

� Junior Management Program (JMP)

� Focus: Order Clarification, Logistic & Assembly Processes

� Various Trainings in the Bosch Production System (BPS) &

Project Management

Bosch Packaging Systems AG, Beringen, Switzerland

� Lean Resultant for Business Unit “Confectionery &

Chocolate”

� Active lean implementation support for our sites worldwide

� Conduction of Lean Maturity Assessments

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Content

Introduction to Bosch & Packaging Technology

Demonstration of Complex Environment

Fostering Lean Management

3





The Four Business Sectors of Bosch

Energy and

Building

Technology

Industrial

Technology

Automotive

Technology

Consumer

Goods

Division: Packaging Technology

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Business Units of Bosch Packaging Technology

Packaging

Services

Pharma Confectionery

& Food

Liquid Food

Asia Pacific 2) 34%

America

13%11%Asia Pacific 2)

12%12%

75%76%Europe

50004700Associates

27%30%America

39%44%Europe

914791Sales

20122011

26%

rounded figures

sales in million euro

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Content




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Complexity through Global Footprint

7%

Alphaville BR

Hangzhou CN

Tokyo/Funabashi JP

Weert NL

Schiedam NL

Togliatti RU

Remshalden DE

Singapore SG

Verna IN

Kaiseraugst1)CH

Beringen CH

Ecublens CH

Romanel CH

Viersen DEDierdorf DE

1) Cooperation Partner Rotzinger

New Richmond USChengdu CN

Cairo EG- Every site with own sales,

engineering & historical background

-Sites differ a lot in size: from 60 till

900 associates

- sites have different maturity level

regarding lean management

- 15 true production sites, number

increasing

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Complexity through Portfolio

Process

Technology

Primary

Packaging

Secondary

Packaging

& Handling

System

Competence

From assemble/make to orderI

Ito true Engineer to order

Length [m] ~3

Width [m] ~1.5

Machines/year 60

Sales Price [T€] ~100

Design Hours 20 h

Lead Time 2 Months

Length [m] ~50

Width [m] ~20

Machines/year 1

Sales Price [M€] ~15

Design Hours 1500 h

Lead Time 14 Months

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Content




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Decentralized Approach to Foster Lean Management

Head-

quarter

Site

Site

Roadmap & A3s

Site

Site

Site

Challenge &

Support

Recommend

Exchange

Vision, Target &

Principles

� we collectively defined a vision (“Ideal

Value Stream”) & a target (-50%TPT)

� site management defines for themselves a

lean roadmap how to achieve the target

� Headquarter challenges this roadmap and

offer support in case it’s necessary

� Headquarter recommends Best Practices

within our organization and organizes

Exchange Meetings

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Common Vision: “Ideal Value Stream” for Make & Assemble to order

Iterations with the

customer for clear order

Concept EngineeringMechanical, Electrical,

Software

(Multi-) Project Management for Takt

Configuration Software

programIntegration

test

• Make optimal

use of

bottlenecks

• Increase capacity at

bottleneck when required

Delivered

as promised

Takt Demand

Clear Order

Sales for Clear Order

• Customer requirements and

order risks are defined, analyzed,

and clearly understood

• The delivery date has been

reviewed, confirmed, and meets

the needs of the customer and

our organization

• Clear order provides proper details

for correct engineering and

construction in a flow

environment

• The order is

understood and

frozen with the

customer

• Eliminate resource bottlenecks

through focused multi-project

management

• Workload is staggered to reduced

need for multitasking

• Key measures for department are

subordinate to the value stream

Hardware and Software for

Takt• Electrical components are delivered

and assembled in takt

• Integration of software occurs

in takt

• Processes and simulation insures

quality

• Mechanical and electrical tie-in through

simultaneous engineering

Supply for Takt• Material is delivered

according to takt

• Deliveries with no

interruptions or failures

throughout the supply chain

• Suppliers are chosen and

developed according to lean

principles

Assembly for Takt• Assembly without interruptions and in takt

• Assembly content is clearly defined

and organized based on takt

• All assembly processes organized based on takt

• Deliveries of components and

assemblies are based on takt

• The right parts at the right place

Design for Takt

• Designed to enable assembly in

modules for takt

• Electrical hardware and software

associates involved immediately

• Work content and duration is

defined according to takt

• The gate process and PA

engineering tools provide robust

and reliable designs

• Standardization and

modularization

reduce complexity

ConfigurationMechanical,

Electrical, Software

Team Takt planningLogistics, Project

Management, Assembly

Modification

Modification

Modification

Cut Throughput Time by 50%!

>and a common goal:

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Common Vision: “Ideal Value Stream” for Engineer to order

(Multi-) Project Management for Takt • Eliminate resource bottlenecks

through focused multi-project

management

Design

Specification

Module

SpecificationSoftware

programModule

test

Integration

test

System

test

• Make optimal use of

bottlenecks

• Increase capacity

at bottleneck if

necessary

• Workload is staggered to

reduce multitasking

Delivered

as promised

Takt Demand

Detail Engineering

Takt 1

Detail Engineering

Takt 2

Detail Engineering

Takt 3

Clear Order

Sales for Clear Order• Customer requirements and

order risks are defined, analyzed,

and clearly understood

• The delivery date has been reviewed,

confirmed, and meets the needs of

the customer and our organization

• Clear order provides proper

details for correct engineering

and construction in a flow

environment

• The order is

understood

and frozen

together with

the customer

Team acquisition

Logistics,

Mechanical,

Electrical, Software

• Department KPIs are subordinated

to value stream KPIs

Design for Takt• Designed to enable assembly in

modules for takt

• Electrical hardware and software

associates involved immediately

• Work content and duration is

defined according to takt

• The gate process and PA engineering

tools provide robust and reliable designs

• Standardization and modularization

reduce complexity

Supply for Takt• Material is delivered

according to takt

• Deliveries with no

interruptions or failures

throughout the supply chain

• Suppliers are chosen and

developed according to lean

principles

Assembly for Takt• Assembly without interruptions and in takt

• Assembly content is clearly defined

and organized based on takt

• All assembly processes organized based on takt

• Deliveries of components and assemblies are

based on takt

• The right parts at the right place

Iterations with the

customer for clear order

Concept EngineeringMechanical, Electrical,

Software

Team Takt PlanningLogistics, Purchasing,

Assembly, Mechanical, Electrical,

Software, Project Management

Hardware and Software for Takt• Electrical components are delivered and

assembled in takt

• Integration of software in takt

• Processes and simulation insure quality

• Mechanical and electrical tie-in through

simultaneous engineering

Cut Throughput Time by 50%!

>and a common goal:

2.Harbour

Master

4. Pull &

Consign-

ment

5.

CCPM

1. General

Exchange

3.Flow

Assembly

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Exchange of Best Practices

USA Netherlands Switzerland India

2 – 3 times a year exchange meetings for Lean Coordinators and Top Management

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MTO/ETO: Harbour Master Principle

3 h

3 h

3 h

1 h

2 h

3 h

+ +1.)

2.)

3.)

Old: New („Harbor Master Principle“):

Theory

Implementation

Mapping current assembly

sequence

(~7 weeks)

Defining future assembly

sequence

(3.5 weeks)

9h loss 6h loss

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MTO/ATO: Flow Assembly

Theory

Value Stream Mapping

0

2

4

6

8

10

12

Station 1 Station 2 Station 3 Station 4 Station 5 Station 6

current concept Takt

0

2

4

6

8

10

12

Station 1 Station 2

new concept Takt

Value Stream Design Line Balancing Layout Creation

Implementation

Direct Implementation within 1 week Status today

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MTO/ETO: Harbor Master Principle Scheduled day (takt)

Completed

task (green)

Mechanical

task (orange)

Electrical

task (yellow)

Order target

Daily updates

� Potential for drastic Throughput Time Reduction

� Standard Work is established in complex environment as base for further improvement

� On average 20% reduction of assembly hours

Preconditions: Open mindset, good parts availability

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ATO: Pull Steering & Consignment Stock

Theory

Implementation

� 1st Kanban Loop between assembly and internal Manufacturing for machined parts

� 2nd Kanban Loop to stock area for catalogue parts

� 3rd Kanban Loop to Module Supplier in Eastern Europe

� Consignment stock for modules and machined parts (red bins)

Preconditions: Design is frozen, fast lane for format parts established, well trained module suppliers

� Savings in material handling & throughput time

� Stock level transparent and can be steered via amount of Kanban cards

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ETO: Critical Chain Project Management (CCPM)

� Basis: Theory of Constraints (TOC) by E. Goldratt (“The Goal”)

� Idea: Control systems with different processes using the bottleneck

� Bottleneck specifies overall system performance and must therefore be optimally controlled and

utilized (1 day lost at the bottleneck is a day lost for the whole system)

� Non-bottleneck areas need to have excess capacity!

� CCPM is the application of TOC in a multi-project environment

� Core Approaches: Buffer Management, Staggering Projects, Priorization

Preconditions:

Orders Projects

Sales20 orders/month

Design10 orders/month

Procurement15 orders/month

Assembly13 orders/month

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ETO: Critical Chain Project Management

Staggering Buffer Management Priorization

� Avoid Multi-Tasking at Bottleneck

Old Approach

New Approach

� From individual task buffers to one

common project buffer

� Since associates want to be reliable and

because estimations are turned into fixed due

dates they plan in an implicit buffer for their

tasks!

Which project do you prioritze?

� Project priorization

based on buffer

consumption

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Any Questions

Thank you for your attention!

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Process Improvements in a Complex Environment · Various Trainings in the Bosch Production System (BPS) & Project Management Bosch Packaging Systems AG, Beringen, Switzerland ...

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