group's presentation final
TRANSCRIPT
Lean Implementation at a Siemens PlantKALWA’S CASE STUDY
GLOBAL OPERATIONS MANAGEMENTDR. ANTONY POTTER – PROF. ANTONY PAULRAJ
Lean in Kalwa Plant:MAIN CHANGES
Layout •Assembly Lines•Workstations•Cell Layout
Processes
•Panels Move•TAKT Time•Quota•Andon Lights•JIT Delivery
Culture •Team spirit•Communication•Responsibility and Accountability•Interdependency
TPS
Lean in Kalwa Plant:MAIN PROBLEMS
CustomerSatisfaction
Customers who switch to the competition(based on our firm's retention rate)
Production
PEOPLE:x Resentment and Lack of
Understanding
x Lack of Skills
x Blame Games / Low Team Spirit
x Payment Affected by Interruptions (Bonus System)
MANAGEMENT & PROCESSES:x Material Management
x Vendor Management
x Lack of Coordination Between Departments (Information Management)
x Errors (Being Exposed), Decreasing Throughput
WASTE
Order Fulfilment
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CustomerSatisfaction
Customers who switch to the competition(based on our firm's retention rate)
Lean in Kalwa Plant:SOLUTIONS
PEOPLE: Communication and
Leadership (Vision, Sense Making) Meetings and Team Appraisal
Assessments and Training Sessions
Discussions, Team Building Initiatives, Team Reshuffling
Reviewed Bonus System Payment Productivity
MANAGEMENT & PROCESSES: Panel Wise Issued BOMs and
Regular Communication
Communication, Short Term: JIT Delivery, Long Term: Lean Implementation
Incorporation of Interdependencies for Documentation and SAP Entries
Root Cause Analysis and Suitable Changes, Ingrain Lean, Reduce Stops
Production
WASTE
Order Fulfilment
5Lean in Kalwa Plant:IMPACT ON OPERATIONAL PERFORMANCE
Reduced Inventories
Increased Individual Responsibility
Stronger Regulatory Compliance
Not Actual Values, but
INCREMENTS
Foundation/Philosophy
Heijunka Standardised Work Kaizen
Pillar I Pillar II
Build in Quality
Poka-Yoke
RC Analysis
Takt Time
Pull System
Jidoka
JIT
TPSHighest QualityLowest LeadtimeLow Cost
Change in Layout
Pull System Implementation/
Kanban
Level Production
Philosophy Based on Production/Quality.
Short term/Long term
Andon System
JIT / Inventory ReductionPoka-YokeRC Analysis
VSM Muda Reduction
Employee´s Suggestions
Suppliers are Not Assisted on Quality
Siemen’s House
(Liker 2004)
8Sustaining Lean in Kalwa Plant:OVERVIEW
Packaging
International Marketin g
Personnel / Staff
Board of D irectors
Delivery
Department
Mechanism
Workgroup
New Initiatives
9Sustaining Lean in Kalwa Plant:PROCESSES
Ideas & Solutions Developed in Visual Management Board
Process & Equipment
Planning &
Control
HumanResources
Customers
Relationship
Manufacturing
Product
Design
Suppliers
Relationship
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Sustaining Lean in Kalwa Plant:PROCESSES
StandardisationMore Efficiency
Easy Implementation of Procedures
Lower Error Probability
Lower Inventories
Internal Setup
External Setup Streamline
(coordinate) setup times
Perform parallel setup activities (add human resources)
Identify Exploit
Subordinate Elevate
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Sustaining Lean in Kalwa Plant:PROCESSES
Forklift truck
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Sustaining Lean in Kalwa Plant:PEOPLE/CULTURE
Economic Security
Group Membership Successful Team
Self-Actualisation
Self-Esteem
Social / Belonging
Safety / Security
Physical / Survival
Comments about Previous Shift Discussion about Indicators (Trends) Health, Safety or improvements
issues Encourages Competitiveness
between shifts 5S’s enforcementPresentation
Throughput Quality (FPY)
Balance Lever
Goal achievement
Maximise Efficiency Minimise Quality Defects Alignment Between Individual
and Company’s Goals Encourages Ideas Development
Teamwork
(Robbins & Coulter, 2010)
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Sustaining Lean in Kalwa Plant:PEOPLE/CULTURE
Self-Actualisation
Self-Esteem
Social / Belonging
Safety / Security
Physical / Survival
Challenging ProjectsInnovation Opportunity
CreativityLearning at High Level
Recognition
Supportive
Committed
Present
StrongConference
Aim
Performance Quality Issues Compensation Scheme
Results Focus on Win-Win Approach
(Robbins & Coulter, 2010)
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Staff Retention
•Implementation Decay → Develop and Maintain Training Processes
Focus Group
•Brainstorming, New Ideas Development•Tied With Compensation System•Workers and Managers•Every 4 Months
Sustaining Lean in Kalwa Plant:PEOPLE/CULTURE
Self-Actualisation
Self-Esteem
Social / Belonging
Safety / Security
Physical / Survival
Challenging ProjectsInnovation Opportunity
CreativityLearning at High Level
Economic Security
Group Membership Successful Team
Important Projects Recognition
(Robbins & Coulter, 2010)
Lean Implementation at a Siemens PlantKALWA’S CASE STUDY
GLOBAL OPERATIONS MANAGEMENTDR. ANTONY POTTER – PROF. ANTONY PAULRAJ