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CASELLA LEAN PROJECT

Moog Proprietary & Confidential Data

CASELLA LEAN CHANGE

1

MOOGCASELLA PLANT

Implementare la Lean con il contributoattivo del personale di stabilimento

G.M. Farina, A. Bazurro

S.Vittoria d’Alba, Apr. 22nd 2009



CASELLA LEAN CHANGE

� April 2009

Overview of Moog in Casella



CASELLA LEAN CHANGE

• Leading designer, manufacturer, and integrator of precision control components and systems

• Revenue FY07(1) $1,558 Mn

• Employees worldwide > 6,500

Moog Inc.

Aircraft Group

IndustrialGroup

Space & Defence Group

ComponentsGroup

$436 Mn $185 Mn$587 Mn $283 Mn

Note: (1) FY07 – Oct 06 to Sept 07

Medical Devices Group

$68 Mn

$1,558 Mn(1)

• Headquartered in East Aurora, New York, USA

• Public listed company since 1959

• Currently listed on NYSE (MOG.A and MOG.B)

Revenue From Five Business Segments



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Components Group

Slip ring and motion technology products for

industrial, medical, marine, aerospace, and

defense markets

Industrial Group

Motion control solutions for plastics, power generation,

metal forming, heavy industry, testing, and

simulation

Aircraft Group

Primary and secondary flightcontrols for commercial and

military aircraft

Space and Defense Group

Motion control solutions for satellites, space vehicles,launch vehicles, missiles,armored vehicles, naval

systems, and homeland security

Medical Devices Group

Infusion pump systems for pain management and

anesthesia

Moog Inc.

Business Segments



CASELLA LEAN CHANGE

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MOOG Casella

USACanadaBrazil

Argentina

Moog Americas

Moog Europe

JapanPhilippines

ChinaHong Kong

IndiaKorea

AustraliaSingapore

Moog Pacific

Moog is present in 27 Countries globally

Germany LuxembourgUnited KingdomFinland France ItalyIreland Russia The NetherlandsSweden Austria South AfricaNorway Spain Switzerland



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Casella – Genova� Specialised in Design and Production of

Electric Systems and Solutions

Almenno San Bartolomeo - Bergamo� Specialised in Design and Production of

special products for linear motion : Ball Screws and Planetary Roller Screw

Malnate - Varese� Specialised in Hydraulic, Electric and Hybrid Motion

Control Solutions

Moog Italiana: the 4 Sites in Italy

Flero - Brescia� Specialised in Design and Production of

Electronic Controllers and PLC



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Main Figures• FY2008 Sales 25 M€• Production volumes:

DC motors 1,000 units/monthAC motors 800 “Drives 750 “

• Headcounts (03/09) 130 �

• Buildings 8,500 sqm�

• Total land surface 33,000 sqm

• ISO 9001 Quality System certified since year 1998

• ISO 14001 Environment System certified since year 2000

Moog Italiana - Casella Site



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Brief History and Milestones


1988

Washing Machine Motors Production & Military Products and Applications

2 speed Async. motor patented by R. Biglino

Repairs for Naval Applications

Complete System for Robotics

In November Moog acquires Casella Site

DS2000 Drive Launch

Customised Electronic Drive developed for Robotics

Full Electric Machine for Injection Moulding: the first in Europe

Electronic Drives Start-Up (DBM, DBS, BRM) & High Voltage A.C. Motors

Brushless AC Motor series start-up (Fastact Motors)

Philips acquires Polymotor

Polymotor relocates in Casella

Polymotor is founded in Genova

2003

2000

1999

1997

1992

1987

1969

1964

1948



CASELLA LEAN CHANGE

• Founded by Bill Moog, Art Moog and Lou Geyer in 1951 as “Moog Valve Company” –based on the first commercial servovalve

• Founder’s culture of innovation and persistence still exist today:

– Collaborative approach

– “Can-do” mindset

– Flexible organization

– Dedicated solutions

MOOG: Over 55 Years of Experience In Motion Control



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� Design & Production of :

� Brushless AC Servomotors (from 0,16 to 710 Nm) with traditional, air & water cooling

� DC Servomotors & Motors

� Special Motors and Generators for military & industrial applications

� Rotostator units - brushless or asynchronous

� High Performance Digital Servodrives, from 3 to 180 Arms, mono or multi axis, with direct supply (65 ÷ 506 Vac) for brushless Servomotors



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Motor Technology

� DC Brushless Permanent Magnet synchronous Servomotors

� Rare Earth Magnets (Neodymium Iron Boron or Samarium Cobalt)

� Resolver (standard) or Encoderfeedback

� IP64 / IP65 / IP67 Protectionlevels

� Thermal Protection with PTC (or NTC as option)

� 180Vac motor technology (230Vac main)

and 325Vac motor technology

(400/460Vac main)




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MotorsSpecial products

MotorsFC

ISM/407HF rotor stator units

MotorsFas G Special

Fas TFast FFas W

MotorsLCR (robotics)Marine motor/generator

Pipe line welding Actuators

AC missile generator

Global Standard Products Customer Specific Products

FAS W FC FAS G


MotorsFas J7

F 35 MotorsOBE

Future Products

Other Standard Motors

Fas NFas YFast K

FAS YFAS T

Lean pilot products



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Standard Motors

• Gmotors

• T motors

• F motors

• W motors

Compact and high dynamics, full range of options

High dynamics, full range of options

Fan cooled, wide range of options

Liquid cooled, for high continuous torque, highdynamics, wide range of options

Motor Nominal Torque (Nm)Fastact G

Fastact T

Fastact F

Fastact W

700.16

3920.4

3.7

4.7

522710




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Drives

Drives� DM2020� DS 2000 Cold Plate

� IDB07� Conformal Coated

Drives

Future Products


DM2020

NEW!

DrivesDS2000MacroDMM/DMA (2-10 axes) DSA (six/ten axes) IDMADS200XP DS2000XP + Cold Plate PDS2000/DS200HRO

DSA

Global Standard Products

DrivesDS2000DACS2000

Customer Specific Products

DS2000XP

DS2000/DACS DS2000XP



CASELLA LEAN CHANGE

Key Focus Markets In Industrial Business

Plastics Machinery

Metal Forming

Heavy Industry –Steel Mills

Power Generation

Aerospace and Automotive Test Market

Simulation Systems



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Some typical applications:



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ORGANISATION CHART – ALL FUNCTIONS


InformationTechnology Manager

Plant Manager

G.M. Farina

Marketing Communication

Specialist

Business ManagerS/SE Europe

Plant R&DManager

Financial Controller

H. R. Manager

General ManagerEurope

European Appl. Eng. Manager

Application Eng. Manager

European FinancialController

Human Resources Manager Europe

Information Technology

Global MarketingCommunication

Manager

Italy H. R. Manager

Lean Change programme driven and managed at site level



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Moog proprietary and/or confidential data

ORGANISATION CHART – OPERATIONS


Executive Assistant

M. Malossi

Environment, Health & Safety & General Services

D. Morando

Maintenance

A. Marchi

Customer Service(O. E. Internal/External

& Repairs)G. Garrè

Material Management

P. Bernocchi

D.C. Motors

G. Lecca

A.C. Motors &Specials

M. Angeli

Machining

M. Trucco

MotorsProduction

Assembly and Test

R. Caorsi

DrivesProduction

Production Engineering

G. Costa

Manufacturing & Logistic ManagerA. Bazurro

Supplier Quality Engineer

A. Gualdi

Quality ControlSpecialist

G. Chiarello

Production QualityControl

A. Santoro

Quality System &Metrology

P. De Falco

Plant QualityManager

P. Battaglia

Strategic ProcurementManager

F. Procacci

Plant Manager

G.M. Farina

LOGMAN

OPS

PLANT

ENG

QU

CROSS-FUNCTIONALWORKING

TEAM

PROD



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MAIN OFFICE BUILDING

MOTORS PRODUCTION

DRIVES PRODUCTION

LOGISTICSR&D

QUALITY

Moog Italiana - Casella Site Factory Lay-outLean pilot area



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I Fattori Chiave di Successo nella

Trasformazione Lean



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Pre-Requisiti Fondamentali

� Fortissima volontà e guida continua del vertice (“change agent”)

� Non ridurre il personale ma fare di più e meglio con lo stesso organico (intento dichiarato)

� Apertura mentale verso il miglioramento con obiettivi sfidanti (“si può sempre fare di meglio”)

� Lavoro di squadra, interfunzionale, non ci sono campioni ma serve il contributo di tutti

� Mentalità pragmatica (“provare a fare”) e non teorica (“non può funzionare”) nella realizzazione di idee nuove



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I 7 Fattori Chiave

1. Allineamento con obiettivi strategici2. Focalizzazione iniziale su scala gestibile3. Coinvolgimento della organizzazione a tutti i livelli4. Approccio attento alla cultura locale5. Impiego risorse esperte interne dedicate6. Misura dei risultati di processo7. Comunicazione e celebrazione dei successi



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Project Planning

Awarness WS & Synchrogame

Feb_08 Mar_08 Apr_08 Maj_08 Jun_08

Planning

Jul_08 Sep_08 Oct_08 Nov_08 Dec_08

As-is Aug_08 Lean Implementation

TrainingTraining AS-IS TO-BEDesign Implement

Quickwin

Dec_07 Quick Assessment

Kick off To-be



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Production Team

�Marco Angeli (Production)

�Eller Bonora (Production)

�Massimo Repetto (Production)

�Francesco Corallo (Product Support)

�Giuseppe Chiarello (Quality)

�Alessio Marchi (Maintenance)

Logistics Team

�Aldo Clavarino (Incoming/Store)

�Giovanni Ronco (Store)

�Roberto Massa (Shipping)

�Armando Gualdi (Quality)

�Renzo Maschio (Planner/Buyer)

Target: 50% Throughput time reduction( from Work order release to shipping Dpt.)

Lean Manufacturing Project-- Pilot area: FAS Motors --



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Lean manufacturing - Where we are, Training

TrainingTraining AS-IS TO-BEDesign Implement

Objectives Output

Change the paradigm of the mass productionUnderstand the concept of “value”Acquire the tools and the methodology of the lean production

Common understanding of key lean conceptsClarify achievable results and implementation criticalitiesNew competencies in lean production methodology

ProcessProcess

PeoplePeople

Basic training completed.

On the job training will continue in AS-IS and TO-BE phases



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1212 march 2008 march 2008 AwarnessAwarness WorkShopWorkShop

26

…looking for a common strategy

Sharing problems and…

TrainingTraining

Apertura mentale verso il miglioramento con obiettivi sfidanti (“si può sempre fare di meglio”)

Lavoro di squadra, interfunzionale, non ci sono campioni ma serve il contributo di tutti



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Crederci e ProvarciCrederci e Provarci

Essere realmente una squadraEssere realmente una squadra

Rimuovere le lamentele e i Rimuovere le lamentele e i ““ti spiego perchti spiego perchéé non funzionanon funziona””

Fungere costantemente da esempioFungere costantemente da esempio

Ottenere risultati, anche piccoliOttenere risultati, anche piccoli

Avere un forte SponsorAvere un forte Sponsor

Gestire la comunicazione (marketing di progetto)Gestire la comunicazione (marketing di progetto)

Coinvolgere piCoinvolgere piùù persone possibili a pipersone possibili a piùù livellilivelli

Essere disposti a cambiare ideaEssere disposti a cambiare idea

Avere gli obiettivi chiari e condivisiAvere gli obiettivi chiari e condivisi

Provare e confrontarsi sui risultatiProvare e confrontarsi sui risultati

TrainingTraining

metaplan



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Vado per la mia stradaVado per la mia strada

Continuo a comportarmi come sempreContinuo a comportarmi come sempreCredo di non essere fondamentale per la riuscita del progettoCredo di non essere fondamentale per la riuscita del progettoNon sono un buon esempioNon sono un buon esempioNon considero il progetto una prioritNon considero il progetto una prioritààContinuo a riferirmi al passatoContinuo a riferirmi al passatoNon mi impegnoNon mi impegno

Trovo alibi per non impegnarmiTrovo alibi per non impegnarmiNon me ne interessoOggi non ho fatto nulla relativamente al progettoEvidenzio il rallentamento di altre attivitàNon partecipo, arrivo in ritardoFaccio perdere tempo con discussioni pretestuoseNon coinvolgo il team nelle decisioniDimostro che non è applicabilePredico bene e razzolo maleAspetto

Cosa devo fare per affossare il progetto?

Da evitare!

TrainingTraining

metaplan



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Lean Manufacturing - Where We Are, AS-IS

Training AS-ISAS-IS TO-BEDesign Implement

Objectives Output

Analyze the production flow of the Fastact product lines Measure the added and the non-added value.Diagnosed and evaluated the potential for improvements.

Value stream mapping actual state/ ASMEVA & NVA analysisPotential for improvements

ProcessProcess

PeoplePeople



CASELLA LEAN CHANGE

FAS Motors Metrics – Baseline Dec 07

3 weeksFocus on timeline

30

AsAs--isis

…

…… …

…

…

…



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80/20 Analysis - Q1+Q2 FY08 data type/Qty by groupsAS-IS Production

Qtà Hours

Group1 46% 40%

Group 2 30% 22%

Group 3 24% 38%

Products/Process matrix

AsAs--isis



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Map for FAS T1 with ASME symbols, identified Value Added (VA) and Not Value Added (NVA) operations.

Flow Analysis – WIP - AS-IS Production

Total =114 symbols!

Transport

Check

OperationStock

Wait

38 Blue

13 White

20 Green

10 Red

33 Yellow

AsAs--isis



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� “Spaghetti” chart� Operators routes

Operators and Parts Trip Analysis AS-IS Production

A lot of trips (38 bl symbols)

FAS T1 ~ 500mt

s/a rotore+statore TG3/4

collaudo TGx110 mt

s/a rotore+statore TG0/1/2

s/a rotore TG0/1/280 mt

Collaudo fin TGx50 mt

s/a carc+statore TGx38 mt

s/a rotore+statore TG3/4s/a rotor+stator TG1220 mt

AsAs--isis



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Solo trasformazione FAST1

Tempo (sec.)

Tempo incrementale (sec.)

Tempo (min.)

Tempo (ore)

Rivettatura 20 20Impaccatura modULI 160 180Equililibratura 150 330Statore+Carcassa 30 360Crimpature 180 540Montaggio cuffia 60 600Cuscinetto+flangia 60 660Rotore+statore 60 720Molle prec- seeger 30 750Montaggio freno (media) 180 930Montaggio resolv-encoder 600 1530Controllo rigidità 60 1590Precarico 600 2190FEM 60 2250Concentricità/run out. 60 2310Montaggio coperchio + preparazione 180 2490Preparazione.targa 120 2610Assemblaggio targa 60 2670Finitura 120 2790Preparazione imballo 120 2910Imballo 60 2970 49,5 0,825

2,221

37%

63%

Pura Trasformazione

Ore standard

Trasporti , Movimenti, Set up, Controlli, Ricerca Kit/Materiali, Compilazione Documenti, Rework

PURA TRASFORMAZIONE TRASPORTI , MOVIMENTI, SET UP, CONTROLLI, RICERCA KIT/MATERIALI, COMPILAZIONI DOCUMENTI, REWORK

50 % are Transport and Trips (30% of total)

VA 37%NVA 63%

VA / NVA Analysis AS-IS Production

Operazioni VA BeneficioClassificazione Classi Perdite Contromisura 1 Contromisura 2 Sforzo

1 Trasporti Eliminare inutili Avvicinare

2 Movimenti Eliminare inutili Ergonomia

3 Ricerca Attrezzature Materiale sul posto Ordine e Standard

3 Ricerca Materiale Attrezzature sul posto Ordine e Standard

4 Controlli Per Verifiche Qualità del processo Poka Yoke

5 Set UpRidurre il tempo / Standardizzare

Ridurre numero

6Compilazione Doc. (Foglio Lavoro)

Eliminare inutili Ridurre Registrazioni

7 Rilavorazioni Qualità del processo Problem Soving

Ricerca Materiale

RicercaAttrezzature

3 Priorities

AsAs--isis



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� Different process for high and low turns products.� New lay-out : “motorway” for products with high turns.� Kanban for parts with high turns� W/T potential reduction of about 30% (NVA for transports & trips)

Area of Improvements – Transports & TripsAS-IS Production

tipo equ

impac.

forno

crimpat

targhe

nr.2 p

assemb

variant

FEMaltri

MACCH.

collaud

collaud

collaud

collaud

collaud

collaud

tipo equ

MACH. e

variant

macchi

impac.

impac.

pressa

variant

varianti

forno f

tornitu

tornitu

trapan

trapan

paranc

paranc

paranc

assemb

paranc

pressa

variant

paranc

QTA' FY09 Gruppo ro

ro

st

st

ta

as

as

as

as

ro

co

co

co

co

co

co

ro

ro

as

as

ro

ro

st

as

va

st

st

ro

ro

ro

ro

co

co

as

st

as

as

as

4212 FAS T1 gruppo 1 x x x x x x x x x x x x x4181 FAE T1 gruppo 1 x x x x x x x x x x x x x x 4213 FAS T2 gruppo 1 x x x x x x x x x x x x x4182 FAE T2 gruppo 1 x x x x x x x x x x x x4225 FAS N1 gruppo 2 x x x x x x x x x x x x 4227 FAS N2 gruppo 3 x x x x x x x x x x x x x x4217 FAS F2 gruppo 3 x x x x x x x x x x x x x x4224 FAS N0 gruppo 2 x x x x x x x x x x x x 4216 FAS F1 gruppo 3 x x x x x x x x x x x x x x4186 FAE F2 gruppo 3 x x x x x x x x x x x x x x x4194 FAE N1 gruppo 2 x x x x x x x x x x x x x x 4193 FAE N0 gruppo 2 x x x x x x x x x x x x x x 4195 FAE N7 gruppo 2 x x x x x x x x x x x x x x 4226 FAS N7 gruppo 2 x x x x x x x x x x 4180 FAE T0 gruppo 2 x x x x x x x x x x x x x x X4211 FAS T0 gruppo 2 x x x x x x x x x x x x X

4189 FAE W1 gruppo 3 x x x x x x x x x x x x x x x4223 FAS W4 gruppo 3 x x x x x x x x x x X x x x x x x4233 FAS K3 gruppo 3 x x x x x x x x x X X x x x x x x4197 FAE N3 gruppo 3 x x x x x x x x x x x x x x x x x4222 FAS W3 gruppo 3 x x x x x x x x x x x x x X X x x x x x x x4214 FAS T3 gruppo 3 x x x x x x x x x x X X x x x x x x x4218 FAS F3 gruppo 3 x x x x x x x x x x x X X x x x x x x x4215 FAS T4 gruppo 3 x x x x x x x x x X x x x x x x x4183 FAE T3 gruppo 3 x x x x x x x x x x x x X X x x x x x x x4219 FAS F4 gruppo 3 x x x x x x x x x x x x x x x x4228 FAS N3 gruppo 3 x x x x x x x x x x x x4200 FAE K2 gruppo 3 x x x x x x x x x x x x x X4232 FAS K2 gruppo 3 x x x x x x x x x x x x x X4221 FAS W2 gruppo 3 x x x x x x x x x x x x x x x4229 FAS Y gruppo 3 x x x x x x x x x x x 4220 FAS W1 gruppo 3 x x x x x x x x x X x x x x4199 FAE K1 gruppo 3 x x x x x x x x X x x x x x x x X4230 FAS K0 gruppo 3 x x x x x x x x X x x x x x X4231 FAS K1 gruppo 3 x x x x x x x x X x x x x x X

Workcell?Line?

Jobshop?

Jobshop?

AsAs--isis



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AS-IS Logistics

Main activities done:� Actual organization of the work.

Incoming, travel, transportation, picking, handling.

Identified the opportunities of improvement� Measured actual warehouse capacity and mapped the parts for FastactMotors.

� Measured the replenishment cycle over a six days period.

� Analyzed fast moving parts (80/20) for Fastact Motors ( group 1, FAST1 and FAST2)

� Mapped flow paths (ASME symbols) for loading and shipping operations.

Identified Value Added (VA) and Not Value Added (NVA) operations.

AsAs--isis



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New Process Flow New Process Flow –– FAS MotorsFAS Motors

TRANSPORT

CONTROL

OPERATION

STOCK

WAIT

Map for FAS T1 with ASME symbols, identified Value Added (VA) and Not Value Added (NVA) operations.

Identified 114 symbols . A lot of Blue.AS-IS

TO-BE

ToTo--bebe



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New Lay Out design – FAS Motors

ToTo--bebe



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2007 Lay Out FAS Motors-

ROTORSOFFICE

MOTORS PACKAGING

ASSEMBLY

FINAL TEST

OUTPUT / IMPUT FROM PAINTING & MOTORS LABELLING

RESOLVER/ ENCODER

Dec. 08 - Lay Out FAS Motors

ROTORS

OFFICE

STATORS

ASSY BIG MOTORS AND SPECIALS

FINAL TEST & MOTORS PACKAGING

ASSY FAST0/1/2 AND N01

RESOLVER/ ENCODER

500 m2 �� 350 m2 (-30%)

STATORS



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KanBan

Supermarket

KanBan

Assembly AS WAS

New Cell



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Final Assembly and Test- AS WAS (Packaging was in the warehouse)

Final Assembly, Test and Packaging – AS IS



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AS IS - Products ready for grouping (Yellow area)AS IS Products ready for delivery ( Green Area)

Customer

Orders

Packaging and delivery area - As Was� Products to be packed and products ready for delivery.

� Time dedicated to find products.

Delivery area - As Is�Packaging moved to production area

�Motors packed from production.

�Products identified by Customer orders in the same area.

�Products ready for delivery.

�Area dedicated for main Customers



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Identified the aislePart numbers list with related position fixed at the beginning of the aisle

Identification of the positionLabelling related to the production area

KanBan Trolley

Warehouse



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FAS MOTORS - RESULTS

+ 20%120100Max Capacity (%)

- 49%230450WIP (units)

- 25%75100Unit Working time (%)

- 30%350500Production Area (sqm)

- 50%1,53Throughput Time (weeks)

Metrics from to delta



CASELLA LEAN CHANGE

GRAZIE !

implementare la lean con il contributo - festo didactic · casella lean project moog proprietary...

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