How Freudenberg-NOK Integrates Lean Product Development into APQP Aras Community Network

Transcription

1 Product Development for Lean Manufacturing How Freudenberg-NOK Integrates Lean Product Development into APQP Aras Community Network

2 The Freudenberg and NOK Group $7.5 billion in total annual sales, with global automotive sales of ~$4 billion One of only 8 in the top 100 OE automotive suppliers that has global balance in each of the three major automotive markets - Asia, Europe and North America - Automotive News Offers world-class product development and manufacturing at 57 automotive operations in 27 countries - facilities include: 25 in North and South America 21 in Europe 11 in the Pacific Rim One of the world's largest non-tire rubber fabricators, annually produces 10 billion components worldwide

3 Automotive Products Sealing packages for engines, transmissions, brakes, axles and steering Complete noise, vibration and harshness (NVH) reduction components and packages All rubber, plastic and PTFE components for suspension, electrical and fuel systems

4 Lean at Freudenberg-NOK Where s the Product Development for Lean Initiative? Nothing formal, It just happened organically

5 Product Development at Freudenberg-NOK We are a SKU warrior Many individual unrelated components Evolution of Product Development Process Focused on Program Mgt within APQP context Tried to avoid having our solutions deployment stagnate into an engineering only system Focused on broad, phase-based product development with emphasis on high level tasks and deliverables Using Aras Innovator for over 4 years

6 Approaches to Lean in Product Development Applying Lean Techniques to Engineering Acme Stamping Current State Stream Map Tues. + Thurs Michigan Steel Co. 500 ft coils Weekly Fax 6-week Forecast MRP Production Control Weekly Schedule Daily Order 90/60/30 day Forecasts 920 pcs/day Daily Ship Schedule State Street Assembly 18,400 pcs/mo -12,400 L -6,400 R Tray = 20 pieces 2 shifts 1x Daily Stamping S. Weld #1 S. Weld #2 Assembly 1 Assembly 2 Shipping 200 T I I I I I I Coils 5 days L L L R 600R 850R 7.6 days 1.8 days 2.7 days 1200L 640R 2 days L 1440R 4.5 days C/T=1 second C/T=39 sec. C/T=46 sec. C/T62 sec. C/T=40 sec. Kennedy & Liker TPDS Methodology 5 days C/O=1 hour Uptime=85% 1 1 second 7.6 days C/O=10 min. Uptime=100% 1 39 seconds C/O=10 min. Uptime=80% days 46 seconds 2.7 days C/O= 0 Uptime=100% 1 62 seconds 2 days C/O= 0 Uptime=100% 1 40 seconds Production 4.5 days Lead time =23.6 days Value Added Time =188 sec. Acme Stamping Steering Brackets Current State (Date) Basic Considerations

7 How We Approached Lean Development Basic Lean Considerations during Product Development Slot into an existing Lean Product Family? Use existing Value Stream and / or Sequence of Events? Existing preferred suppliers qualified for Lean deliveries? Targeting specific lines or work cells? Takt Time calculated prior to launch? Tooling & equipment quick change over SMED ready? Design for manufacturability include poka yoke mistake proofing?

8 Fundamental Goals Reduce Time to Volume at Launch Ensure Highest Quality Levels Eliminate Waste During Production Ramp Achieve Operations and Supply Chain Readiness Reduce Associated Preproduction Preparation Costs Maximize New Product Profit Margins

9 Standard APQP Checklist APQP Lean Touch Points Lean Processes Value Engineering Value Analysis (DPTP) Design To Production Transition (DFSS) Design for Six Sigma All APQP phases have activities that initiate Lean Processes 3P Poka Yoke (Mistake Proofing) Standard Work Takt time

10 Competitive Practices APQP Context Company Proprietary Concept Design Development Launch Manufacture Deliverables APQP Phase 1 - Plan & Define Program Phase 2 - Product Design & Development Verification Phase 3 - Process Design & Development Verification Customer / Plant Specific Templates GM Ford DCX Phase 5 - Feedback Assessment & Corrective Action Phase 4 - Product and Process Validation

11 Program Dashboard Use Dashboard Approach Able to Drill Down to Actual Activities to take Action if Needed

12 KPI Metrics Freudenberg-NOK Flawless Launch Program Executive Scorecards Measure Customer Satisfaction Plant Launch Performance Track Quality Service Readiness Timeliness Profitability KPI Metrics

13 Future Direction Live Documents Improve document control during phase 2 & 3 SIMPLE integration, eliminate share drives Project Request Process Use Aras Innovator for project initiation up front Manage program initiation process Use workflows with projects» Who s working on what» Hours charged» Results achieved These are areas we think offer collaboration opportunities moving forward

14 Summary Standardizing APQP has allowed us to standardize our signaling to kick off Lean processes APQP like Lean is a process not a project After 15 years and thousands of Kaizens, we still see lots of low hanging opportunity