implementing and leading a tps like facility - mnasq.org · asq presentation v1.ppt 1 implementing...

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ASQ Presentation v1.ppt 1

Implementing and Leading a TPS like Facilityby Michael Benner


Honeywell’s Businesses

Diverse Businesses, Technologies and Products

2006 Sales

$12B$12B

$5B$5B

$11B

$4BAerospaceSpecialty

Materials

Automationand Control Solutions

TransportationSystems Total = $31B

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Golden Valley Facility Information

GVO is the largest ACS facility in North America

The Plant•70 Acre site (22 under roof)• 1.15M square feet (Factory is 700K sq ft)• Built in 1956; Office complex added in 1983• 500 Factory (Teamsters Local 1145)• 61 Salaried (Core GVO office & technical) employees

• Annual external Sales Revenue of $105M with over 3 million end items shipped•Applications include: Combustion controls, heating & ventilation products for home and commercial businesses, and pool & spa controls•Products include: thermostats, gas valves, ventilation actuators, electronic air cleaners, and boiler controls

• Externally demanded fabricated parts provide an additional $15mil of revenue

• Processes include: 14 assembly lines, die casting, plastic molding, stamping, metal finishing, machining, and glass forming/blowing.• Customers include (OEM, Trade & Retail): Trane, Lennox, Weil-McLain, Beckett, Yamatake, Johnstone Supply, R. E. Michel, Watsco, Inc., Ferguson, Gensco, Home Depot, Lowes


Electronic Air Cleaners

Gas Valves

Factory Tour – October, 2006

Golden Valley Products

T87-Nonprogrammable thermostat

Mod IV – Foot mounted actuator

Oil Hydronics- residential burner safety devices

Optics-commercial boiler safety devices

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Deming quotes“The key is to practice continual improvement and think

of manufacturing as a system, not as bits and pieces.”

“The worker is not the problem. Management is the problem.”

Compare Deming’s 14 points to the 14 principles describedin Jeff Liker’s The Toyota Way


The U.S. Manufacturing Landscape A summary of results from the 2005 IW/MPI Census of Manufacturers.

By Tonya Vinas

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The House of Toyota

Toyota Way PhilosophyPeople

Leveled Production (heijunka)/Single Piece FlowStandard Work and Kaizen

Just-in-Timeright part, right amount, right time

•Takt time•Continuous Flow

•Pull System•Quick changeover•Integrated logistics

Jidoka(In-station quality)

Make problems visible•Andon

•Automatic stops•Person-machine

separation•PDCA

•5 why’s/root cause •Mistake proofing

•SMED•TPM

Best Quality - Best Safety - Lowest Cost -Shortest Lead Time - High Morale

through shortening the production flow by eliminating waste

Continuous Improvement

People & TeamworkSelection - Common goals

Decision making - cross trained

Visual Factory



“Mechanism of Toyota Production System” by Shigeo Shingo; Productivity, Inc., 1981

Material Flow

Elimination of Waste

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Strategy Owner: Kamar

HOS Tactical Implementation Cell by Cell Process Map

•VSM – Current•Waste Elimination•Single Piece Flow•Standard Work

Man:•Appropriate Staffing •Plan vs. Actuals have Counter-measures and Corrective Actions•Trained to Standard Work

Method:Built in Quality (BIQ) +ISO 9000 Adherence

No Daily Schedule EPED Schedule + AttainmentReliable Processes (OA) SMED

Owner: HOS Spec Owner: Operations

Machine: TPM

Materials:5S of materialPull Replenishment – internal and external

•Rapid Response •Problem Solving•Data Collection

Strategy Owner: Brian Strategy Owner: Nick Strategy Owner: Dan

Strategy Owner: Nick

•Hazard Assessment

Owner: Dale

Maturity Review

Maturity Review

SalesDemand mgt

Sourcing

CustomerValue


House of Toyota

The Toyota Way Philosophy/ Organizational Design/ Maturity AssessmentPeople

Leveled Production / Single Piece FlowStandard Work and Kaizen

Material Flowright part, right amount, right time

•Takt time•Continuous Flow

•Pull System•Quick changeover

•Value Stream maps

Best Quality - Best Safety - Lowest Cost -Shortest Lead Time - High Morale

through shortening the production flow by eliminating waste

Continuous Improvement5 why’s/root cause

People & TeamworkSelection - Common goals

Decision making - cross trained

Visual Factory


Process Design•Andon•PDCA•SMED•TPM

•Built in Quality•Hazard Screening

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The Unspoken Story

Culture“Behavior”

“Lean”

Tacit

Explicit

Over 50 years later we are still

wrestling w/ Mass Production paradigm

Short term emphasis Tools and

ProjectsHow we work

The way we workMaking improvement

Communication

TWI

HOS SIF & Specs

Lean

SIF

6 Sigma

Leadership Std Work

OD

HOS SIF & Specs


ShopFloorTeamOps

HSE Quality

Materials

Finance

HR

ShopFloorTeamOps

HSE

ProcessEngr

Materials

Finance

HR

ProcessEngr

Quality

Shop Floor TeamsIncreased Responsibility

Delegate and transition more responsibility to the shop floor.

Note the expanding gold ring.

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ShopOps

ShopFloorTeam

HSE

ProcessEngr

Materials

Finance

HR

TPM

Quality

Tactical Interconnections

Design For

Flow

Hazard Assessment

Std Work

Set-upChangeover

MaterialFlow


Waste #7 – Defective ProductsPrinciple – Built in Quality

Over 40 different Wires went into 19Different harnesses

Old work instructions

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Wiring Table

Harness Assembly

Housing Wire 1 Common Wire 2 Norm. Open Wire 3 Norm. Closed

206806A 208546 Red 13" 873794AYB Vio 13" 873935AZF Orn 13" 873935ASY206806B 208546 Red 13" 873794AYB Blu 13" 873935AVP Yel 13" 873935AYJ206806C 208546 Red 32" 896794AYB Yel 32" 896935AYJ Blu 32" 896935AVP

206806D 208546 Red 56" 900794AYB Yel 56" 900935AYJ Blu 56" 900935AVP206806E 208546 Wht/Re

d 32" 896794AYM Wht/Yel 32" 896935AYQ Wht/Blu 32" 896935AYL

206806F 208546 Wht/Red

32" 896794AYM Wht/Blu 32" 896794AYL (no wire)

206806G 208546 Wht/Red

18" 878794AYM Wht/Yel 18" 878935AYQ Wht/Blu 18" 878935AYL

206806H 208546 Red 7" 861907AYBskinned1/2”

Blu 6.5" 860907AVP skinned 1/2”

(no wire)

206806J

208546 Red 7" 861907AYB skinned1/2”

(no wire) Yel 6.5" 860907AYJskinned1/2”

206806K OP 010

208546 Red 13.5" 919868AYB skinned 3/16”

Yel 13" 873868AYJ skinned 3/16”

Blu 13" 873868AVPskinned 3/16”

206806L 208550 Blk/Red 13" 873794AYP Blk/Vio 13" 873935CEB Blk/Orn 13" 873935CEC206806M 208550 Blk/Red 13" 873794AYP Blk/Blu 13" 873935AYR Blk/Yel 13" 873935AYN

206806N 208550 Blk/Red 32" 896794AYP Blk/Blu 32" 896935AYR Blk/Yel 32" 896935AYN206806P 208550 Blk/Red 56" 900794AYP Blk/Blu 56" 900935AYR Blk/Yel 56" 900935AYN206806Q 208550 Blk/Red 32" 896794AYP Blk/Yel 32" 896935AYN Blk/Blu 32" 896935AYR

206806R 208550 Blk/Red 13" 873794AYP No Splice

Blk/Yel 13" 873794AYN No splice

(no wire)

206806S 208550 Blk/Red 32" 896794AYP No splices

(no wire) Blk/Yel 32" 896794AYNNo Splices

206806T 208550 Blk/Red special

13" pin

873824AYP terminal

Blk/Yel special

12.5" pin

872824AYN terminal

(no wire)

206806U 208550 Blk/Red 18" 878794AYP Blk/Yel 18" 878935AYN Blk/Blu 18" 878935AYR206806V OP 010

208550 Blk/Red 11.5” 870868AYP skinned 3/16”

Blk/Yel 11” 869868AYN skinned 3/16”

Blk/Blu 11” 869868AYRskinned 3/16”

206806W 208546 Red 9" 865794AYB No Splices

Violet

9" 865794AZF No splices

Orange 9” 865794ASYNo splices

206806Y 208550 Blk/Red 9” 865794AYP No splice

Blk/Vio 9” 865794CEB no splice

Blk/Orn 9”

865974CECNo splice

206806Z 208550 Blk/Red 13” 873794AYP No splice

Blk/Yel 13” 873794AYN no splice

(no wire)


New Standard Work InstructionPart Name Op or Station # Page

Harness 300 1 of 1

Ord

HARNESS TERMINAL FIRST TUBE

SECOND TUBE

THIRD TUBE TUBING

206806A WHITE 5 K @ £206806B WHITE 5 H # £206806C WHITE 10 Q ¢ £206806D WHITE 13 V Δ £206806E WHITE 11 S √ £206806F WHITE 11 P £206806G WHITE 8 N & £206806H WHITE 1 A £206806J WHITE 1 ÷ £206806K WHITE 15 G ! ;206806L BLACK 6 L % £206806M BLACK 6 J $ £206806N BLACK 12 T ↑ £206806P BLACK 14 W = £206806Q BLACK 12 R □ (206806R BLACK 6 F £206806S BLACK 12 + £206806T BLACK 7 E £206806U BLACK 9 M * £206806V BLACK 4 D ? /206806W WHITE 2 B Ø £206806Y BLACK 3 C ● £206806Z BLACK 6 F ¥

Group Leader QualitySteve Kolles Steve Volk

P9 When changing over to a new assembly or when shutting down, remove all wires from tubes and empty into storage totes and empty terminals and tubing back into storgage bins

P8When the tote the harnesses fall into after exiting the oven is full, unwrap the assemblies if they were wrapped and place in the appropriately marked tote

Place the bundle of wires in the tube labeled First Tube

Notes: For parts identification see routing

P4 Grab a bundle of tubing as specified in the Harness Table for Tubing

P5 Place the bundle of tubing in the Tubing Tray at the workstation

Place the bundle of terminals in the Terminal Tray at the workstationP7

P6 Grab a bundle of terminals as specified in the Harness Table

P3 Repeat steps P1 and P2 for the Second and Third Tubes

7 Slide tubing over wires and align on terminal

8 When assembling harnesses which are 32" or longer, wrap the harness

9 Place assembly in oven

P1

P2

Grab wire from the Second Tube and insert into the 2nd slot in the terminal5

6 Grab wire from the Third Tube and insert into the 3rd slot in the terminal

3 Grab terminal from Terminal Tray and insert into Harness Fixture

4 Grab wire from the First Tube and insert into the 1st slot in the terminal

Standard Work In Process: 0

Date Revised2Jerry Brooks

SecondsCycle Time: 34 Takt Time: 55.8

Standard Operating Sheet

3/1/2007Approved by

Process Steps

Engineer Rev

1 Grab tubing from Tubing Tray

Grab a bundle of wires as specified in the Harness Table for the First Tube

OS or Part Number

206806X

Name Initials

Alt. Process

2 Mark tubinng with last letter of harness being assembled. Leave tubing to allow ink to dry

HARNESS TABLE

Seconds

Process Description

Harness Assembly

Std. Op Code

J30A

QC Work Content Verify Notes Safety

Tug the wire after inserting into the terminal to ensure it

is securely fastened

2

7

8

Verify the tubing is not over the end of the

terminal

Verify the oven is at 300° +/- 5°

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Work Station Visualization to Mistake Proof

Number Alpha Symbol


NEW PARTS RACK

OLD TOTE IDENTIFICATION NEW TOTE IDENTIFICATION

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Single Piece Flow Improvement


Material Flow- Milk Run Cart

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Visual Management

Hour x Hour chart

Progress visual at a section of line in MOD IV


Daily Accountability

Steve (GL) getting the Hr x Hr chart ready for the dayProblem explanation at the Tier 2 daily meeting

Michael leading the daily Tier 4 meetingTier 3 meeting – discussion daily cell output

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Plant Manager Standard Work Panel M T Panel 4

2-3 W T ~ Always take opportunity to teach / F S ~ Always monitor standardized work

~ Make progress to goal(s) visible~ Always monitor for the 3M's [Waste] in your Work Area:

7 Forms of Waste [DOTWIMP]Task performed inconsistenlyThings that prevent work fromflowing.Excessive physical stress &strain to perform task.

Review "Daily Routine Management Board" (CI) Boards

Hold Daily Production meeting

Verify 5S Condition and address variance

Audit HOS Improvement Team Meetings

Confirm PDCA cycles for "Top Five" Things found wrong

Monitor shift starts and shift ends as well as break times.

Conduct Factory walk with Manu. Leader to observe and identify waste and improve.

Weekly check Manu. Leader and Ops Leader Std. Work

Assure proper deployment of human resources throughtout plant.

Mura

OBSERVATIONS

3 M's

Muda

Muri

Address material flow issues between asmbly, fabrication, and external to plant.

Review metrics throughout plant on a daily basis.

Perform a monthly safety audit with HSE

/ 2007Complete TASK ACTIONS & FOLLOW-UP

Behave in a safe manner. Maintain housekeeping

Walk Factory Floor before Production meeting

Week Beginning: Complete TASK ACTIONS & FOLLOW-UP

FoldFold


Characteristics• Operations leaders - must be

passionate and model the commitment. – Create stretch goals that are radical.– Build the right leadership team

• Coach/develop• Spend time discussing concepts, strategy,

tactics (the Site Steering Team)• Remove the anchors

– Define the few critical objectives.– Create environment where the shop floor

can manage itself.• Support people - must be a zealot.

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Recognize people for changing the way they work

Celebrate the JourneyImprovement team luncheon

HOS Star luncheon Personal recognition


Be an ambassador of production system

• Embrace Change! Be an “agent of change”. Production system deployment needs your full support and active participation.

• Change your management approach and the organization.• Integrated work planning – Hoshin Planning• Operations is the ultimate internal customer – support it!• Develop and maintain leadership standardized work • Walk the shop floor, respond rapidly, andons, and problem solve • Teach people to train others (OJT). Start with yourself.• You must have observable behaviors that support the spirit and

intent of the production system.• Change the culture!• Involve People• Reach out and impact others (coaching)

implementing and leading a tps like facility - mnasq.org · asq presentation v1.ppt 1 implementing...

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