Luciano Massone 20 Novembre, 2010 Il percorso verso l’eccellenza World Class Manufacturing
Luciano Massone
20 Novembre, 2010
Il percorso verso l’eccellenza
World Class Manufacturing
World Class Manufacturing 2
World Class Manufacturing
World Class Manufacturing
Range di prodotti
4
World Class Manufacturing 5
Principi WCM
1. La Sicurezza a livello World Class è il fondamento di Performance a livello World Class
2. I leader del WCM hanno una passione per gli standard
3. In una Azienda World Class la voce del cliente può essere udita nello stabilimento
4. Il WCM non accetta perdite di alcun tipo (l’obiettivo è sempre Zero: incidenti, difetti di qualità e di servizio, scorte, guasti)
5. Un’ applicazione rigorosa dei metodi WCM garantisce l’eliminazione delle perdite
5
World Class Manufacturing 6
Principi WCM
6. In uno stabilimento World Class tutte le anomalie sono immediatamente visibili (Polvere e fonti di contaminazione, schemi di controllo, …)
7. Il WCM si realizza nel posto di lavoro, non in ufficio . .
8. Il WCM si impara mettendo in pratica le tecniche con i team di stabilimento
9. La forza del WCM deriva dal coinvolgimento delle persone
10. Le Aziende World Class sfruttano l’energia di una crisi per ottenere un successo continuo
6
World Class Manufacturing 7
Struttura WCM
World Class Manufacturing 8
Struttura WCM
10 Pilastri Manageriali
10 Pilastri Tecnici in un approccio a 7 steps
SafetyCost
Deployment
Focused
Improvement
Autonomous
Activities
Professional
Maintenance
Quality
Control
Logistics &
Customer
Service
Early
Equipment –
Product
Management
People
Development Environment
Management Commitment
Clarity of Objectives
Roadmap to WCM
Allocation of Highly
Qualified People
Commitment of
Organization
Competence of
Organization
Time & Budget
Level of Detail
Level of Expansion
Motivation
of Operators
Sistema di Audit
50-59 puntiPilastri : 0-5 punti
Plant : 0-100 punti
Bronze
Silver
Gold
WorldClass
60-69 punti
70-84 punti
85 -100 punti
8
World Class Manufacturing 9
10 Pilastri tecnici in 7 steps
9
World Class Manufacturing 10
Tutti i dipendenti
Sprechi e Perdite
Standard e Metodi
WCM Focus
10
World Class Manufacturing 11
AREA MODELLO
STABILIMENTO
1
3
AREE DI ESPANSIONE
2
Approccio
11
World Class Manufacturing
Fiat Group safety (Frequency Index 2006 vs 2010)
Tychy Plant (FGA)
Risultati WCM
Safety
Best sector in the Group
-53% reduction in frequency index
-44%-44%FatalFatal
Injuries
Near misses
Unsafe acts & Conditions
More than 23,000 preventive actions
-70% (2006 vs 2009)
-70% (2006 vs 2009)
12
World Class Manufacturing 13
4M analisi
5W e 1H
5 PerchèBrainstorming
Diagramma di Pareto
Diagramma a radar
Ciclo automanutenzione
Focused improvement
13
World Class Manufacturing
S CD FI AM WO PM QC LOGEEM PD ENV
1 5G
It is a tool used to describe a loss phenomenon (defect,
breakdown, working abnormality, etc.)
Good for simple sporadic and chronic loss types
X X X X X X X X X X
2 5W1HUsed to clearly define the problem. (What, When, Where, Who,
Which, and How) X X X X X X X X X X
3 5 Why Root Cause Analysis method by asking why a number of times.
X X X X X X X X X X
4 4M
The tool analyzes and explains the relationship between the
problem and its potential root causes, classifying them into four
basic families.
X X
5 1)Prioritization, Find out important problems
X X X X X X X X X X7 WCM
Tools
6
2) Systematic, logical and
detailed deployment of
objectives into right means
and right solutions, and
measurement of the results
against the objectives and
targets
The importance of using SMART objectives and engaging
focused activity to achieve them.
X X X X X X X X X X
7 WCM
Tools
73) Problem description with
sketches
Understand the importance of using visual hand sketches to help
describe or display the problem.X X X X X X X X X X
7 WCM
Tools
84) 5W + 1H (2H) with the
5G principles
Grasp the current situations
Two tools used to clearly identify the problem and see the
physical results of the problem.
X X X X X X X X X X
7 WCM
Tools
9 5)Root-cause analysisA method of analysis to identify the true cause's) of the problem.
X X X X X X X X X X7 WCM
Tools
GROUP
Radar chart Items
N°METHODS/TOOLS/
APPROACHDESCRIPTION PILLAR
14
Focused improvement
14
Più di 250
strumenti
utilizzati a oggi
World Class Manufacturing 15
Focused improvement
15
Più di 250
strumenti
utilizzati a oggi
World Class Manufacturing 16
Dopo
Workplace Organization
Prima
World Class Manufacturing 17
DopoPrima
Workplace Organization
World Class Manufacturing 18
DopoPrima
Workplace Organization
World Class Manufacturing
PRIMA DOPO
Workplace Organization
19
World Class Manufacturing
Workplace Organization
20
World Class Manufacturing
Workplace Organization
21
World Class Manufacturing
Workplace Organization
22
World Class Manufacturing
Workplace Organization
23
World Class Manufacturing
Workplace Organization
24
World Class Manufacturing 25
Workplace Organization e Logistics
DopoPrima
World Class Manufacturing
DOPOPRIMA
Workplace Organization e Logistics
26
World Class Manufacturing
Technical
efficiency
Waste/Rework
Line Balancing
VAA (**)
LOSSES LOSSES
Workplace Organization
(*) NVAA : Not Value Added Activities; (**) VAA: Value Added Activities
100%
NVAA (*)
VAA
NVAA
-30%
Riorganizzazione del posto di lavoro per ridurre la movimentazione non necessaria e
aumentare la produttività
Riorganizzazione del posto di lavoro per ridurre la movimentazione non necessaria e
aumentare la produttività
Golden zone & one-piece
flow application
NVAA reduction
27
World Class Manufacturing 28
Logistics: materiali sequenziati
• Doppia movimentazione
• Posizioni di presa materiale differenti
1°°°° GENERAZIONE 2°°°° GENERAZIONE 3°°°° GENERAZIONE
• Nessuna doppia movimentazione
• Stessa posizione di presa
• Miglioramento ergonomia
• Nessuna doppia movimentazione
• Ottimizzazione ergonomia di postazione
Evoluzione del JUST IN SEQUENCE
World Class Manufacturing
Transportation of materials
to the line side, one part
number at a time
Multiple part number
transports to the line side
Sequenced Material
AGV transporting the
car kits to the line side
Kitting transportation
Fork Lifts
Tuggers
Automated
guided vehicle
Logistics
29
World Class Manufacturing
Transportation & Handling
Automatic Guided
Vehicles
Logistics Cost
FGA European plants
Re-engineering del processo di
handling sulla base degli
Standards sviluppati
Contenitori abbattibili per migliorare il coefficente di
utilizzo del trasporto
Logistics
-34%2010 vs 2006
30
World Class Manufacturing 31
Raccolta dati macchina e analisiStato
iniziale
Analisi e Contromisure
Professional maintenance
Condizioni
ripristinate
Attività PeriodicheGestione Ricambi
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World Class Manufacturing 32
ANDAMENTO GUASTI
PRIMA DOPO
0%
RIPRISTINO CONDIZIONI DI BASE
MANUTENZIONE PREVENTIVA
85SUGGESTED
CHECKS BY THE
MANUFACTURER;
24CHECKS
RESULTING FROM
BREAKDOWNS
ANALYSIS
12CHECKS FROM
EXPERIENCE IN
SIMILAR
EQUIPMENT;
Preventive Schedule
Time
‘
checkcheck
Frequency
Professional maintenance
World Class Manufacturing
PRIMA DOPO
IMPIANTO RIPRISTINATO ALLE CONDIZIONI DI BASE
Eq
uip
CONDIZIONI DELL’IMPIANTO
NASCOSTE
Eq
uip
Professional maintenance
MODIFICA
IMPIANTO
PER SEMPLICITA’
DI ISPEZIONE
33
World Class Manufacturing
Quality gates
Quality
Prompt feedback
Counter-measures
ALERT
80% riduzione dei costi
di garanzia dal 2006 al
2009
34
World Class Manufacturing
Quality
35
World Class Manufacturing
Quality
36
4M analysis
World Class Manufacturing
Environment
Energy Reduction
Electrical energy
•Electric motors controlled by inverter
•Substitution of old motors
Compressed air
•Leakage reduction
•Pressure optimization
Heating – Cooling
•Insulation
•Heat recovery from exhaust gas
Green energy
•Purchase of green-certified electrical
energy
•Photovoltaic generation
•Use of other green energy sources such as
landfill gas
� WCM contribuisce al
piano di sostenibilità in
maniera importante
� 21% di riduzione
nell’utilizzo delle energie
dal 2006 al 2010
(GJ/vehicle)
� 23% di riduzione di CO2
dal 2008 to 2010
(tons/vehicle)
37
World Class Manufacturing
Recognition & rewardingPlant Manager review
Best proposals
Best benefit/cost ratio reward
Team conventionsPeriodic workshops
Focused discussion
Suggestions generated
Manufacturing training systemQuality Gates
Focused training
Suggestions generated
Collection & evaluationTargets
Weekly evaluation
Feedback
People Development
Risultati
� 1 milione di suggerimenti
(4x 2006 level)
� 10 proposte/persona
all’anno (15 nei migliori
plant)
� Assenteismo ridotto del
14% vs. 2006
IDEA FORM FILLED IN
SKIMMING
FEASIBILITY
EVALUATION
REALIZABLE?
AWARD
COMMUNICATION
KAIZEN AND
NOTIFICATION TO
FI PILLAR
REALIZABLE IN
O.U..?
REALIZATION BYREALIZATION BY
THE PROPOSERTHE PROPOSER
AND TEAM EXPERTAND TEAM EXPERT
ACTION
PLANNING
REALIZATION BYREALIZATION BY
SUPPORT FUNCTIONSUPPORT FUNCTION
KO
COMMUNICATION
AWARD
COMMUNICATION
IDEA FORM FILLED IN
SKIMMING
FEASIBILITY
EVALUATION
REALIZABLE?
AWARD
COMMUNICATION
KAIZEN AND
NOTIFICATION TO
FI PILLAR
REALIZABLE IN
O.U..?
REALIZATION BYREALIZATION BY
THE PROPOSERTHE PROPOSER
AND TEAM EXPERTAND TEAM EXPERT
ACTION
PLANNING
REALIZATION BYREALIZATION BY
SUPPORT FUNCTIONSUPPORT FUNCTION
KO
COMMUNICATION
AWARD
COMMUNICATION
38
World Class Manufacturing
Melfi Campus
39
World Class Assembly
World Class Environment
World Class Modeling
World Class Quality
World Class Manufacturing
Knowledge Management
Dalle best Practice agli standards
40
World Class Manufacturing
WCM Integration
41
CONNE©TIVITY
More than 4,800
Members
41
World Class Manufacturing
WPI - Work Place Integration
The best of Fiat
knowledge
GENERAL
LAYOUT
GENERAL
LAYOUT
42
World Class Manufacturing
People
development
for Plants
People
development
for Manufacturing
Engineering
New Leaders development
Innovative thematic areas development
WCM Development Center
Sviluppo delle risorse umane strategiche
43
World Class Manufacturing
Espansione
World Class Approach
M espansione ai fornitori (WCM Suppliers) M
Come ?
World Class Supplier
Program
Applicare/Allineare la
Metodologia World Class
ai sistemi di produzione dei
fornitori
WCM
Development
Center
Supplier
Tier1
Supplier
Tier2
World Class Supplier
Program
44
World Class Manufacturing
WCM Suppliers
~20% APV
Production System Alignment Agreement for all new sourcings
WCM Program for Specific Supplier Plants
Support FIAT Group Plants
~ 60% near to Fiat Group plants
~60% APV
20092006 2014 E
20092006 2014E
Specific Supplier Program and Alignment of Production System for all new contracts
Supplier Plants
FG PLANT
SUPPLIERS
45
World Class Manufacturing
May 16th 2009: WCM kick-off
WCM Chrysler
� WCM launched in 30 plants in USA, Canada, Mexico
� Cost perimeter 2010: $3.2bn
� Full UAW & CAW commitment
Belvidere
Kokomox 2
Toledo x3
DundeeTrenton
Windsor
Jefferson North
Sterling
Brampton Etobicoke
Warren x2
Belvidere
Kokomox2
Indiana x2
Toledo x3
DundeeTrenton
WindsorJefferson North
Sterlingx2
Brampton
Warren x2Kenosha
Etobikoke
Mackx2
Axle
Konner
MTDE
Saltillox3
Toluca
Satillio x 4
Toluca X 2
46
World Class Manufacturing 47
New Standards
World Class Manufacturing 48
World Class Operations
bisogni:
•Leadership
•Roadmap
•Tools
e M
Sistema di Audit
per verificare
• leadership
• chiarezza della rotta
• uso rigoroso dei tools
Elementi chiave
48
World Class Manufacturing
Grazie
49