FMDS Training to Suppliers Supplier Advancement Engineer Karen Stapleton Yuri Garcia B

Transcription

1 FMDS Training to Suppliers Supplier Advancement Engineer Karen Stapleton Yuri Garcia B August 2018

2 Agenda AGENDA Welcome Statement Alex Thomas 8:30 8:45 Introduction to FMDS Concepts/JTEKT Expectations of Suppliers Karen Stapleton 8:45 9:45 Break All 9:45 10:00 Guidelines for Implementation of FMDS Yuri Garcia B. 10:00 12:00 Lunch All 12:00 12:45 Plant Tour and Review FMDS in the Plant All 12:45 2:30 Closing Comments/Wrap Up Alex Thomas 2:30 2:45 2

3 FMDS CONCEPT AND SUPPLIER EXPECTATIONS Supplier Advancement Engineer Karen Stapleton Yuri Garcia B

4 Introduction to FMDS What is FMDS Floor Management Development System Toyota ideal shop floor management method and concept are organized and put into words. Through OJD (On the Job Development) Develop team members into leaders with the ability to: Promote a kaizen work environment Improve work quality Solve problems 4

5 Introduction to FMDS Toyota based FMDS What is the mission of the Production Shop Floor? To produce better, quality products at lower cost, on-time, and safely. What are the production methods to achieve the mission? TPS (Toyota Production System) TPM (Total Productive Maintenance) What is the control method including visualization? Abnormality Control 5

6 FMDS Structure FMDS TPS TPM People Development Visualization 5S Problem Solving 4M Change Point Control Abnormality Control Availability Performance Quality 6

7 People Development Leaders -Teamwork The leaders who work most effectively, it seems to me, never say "I." And that's not because they have trained themselves not to say "I." They don't think "I." They think "we"; they think "team." They understand their job to be to make the team function. They accept responsibility and don't sidestep it, but "we" gets the credit. This is what creates trust, what enables you to get the task done. - Peter Drucker 7

8 Visualization FMDS for Visual Workplace Current Situation Target Situation 8

9 Visualization FMDS Visual Control Exercise 9

10 Visualization FMDS Visual Workplace Objectives ALERTS US TO ABNORMALITY ZERO DEFECTS WORKER AUTONOMY FMDS SHARING INFORMATION ELIMINATION OF WASTE CONTINUOUS IMPROVEMENT 10

11 Visualization FMDS Levels of Visual Control Pyramid 6 Prevent Abnormalities i.e., Poka Yoke 5 Detect Abnormalities i.e., Prevent Defects Moving On 4 Warn about Abnormalities, i.e. Build in Alarms/Alerts 3 Build Standards into the Workplace 2 Share Established Standards 1 Share Information and/or Results of Control Activities 5S Workplace Organization 11

12 5S FMDS 5S Foundation for Visual Workplace 1. SEIRI SEPARATE SEPARATE the Necessary item from the unnecessary 2. SEITON ORGANIZE ORGANIZE each item in its optimal position in the workplace 3. SEISO CLEAN CLEAN thoroughly the relevant work items and the surrounding environment 4. SEIKETSU STANDARDIZE STANDARDIZE work procedures, checklists, etc. in order to maintain an orderly and clean work area 5. SHITSUKE DISCIPLINE DISCIPLINE application of the previous steps to maintain a clean work area There is a place for everything, and everything is in its place. Items, information, schedules, and processes are recognizable at a glance. Standard procedures are easily understood and visually clear. It is easy to distinguish immediately between what is normal and what abnormal. Waste and abnormalities are immediately recognizable by anyone. Historical and current performance levels are apparent. A zero defect, zero abnormality workplace. Team members participate in improvement. 12

13 Problem Solving FMDS Problem Solving Problem Solving Techniques: Fishbone Diagram (Ishikawa) 5 Whys 8D A3 Other 13

14 Problem Solving FMDS Fishbone Problem Solving Method Material Method forging mat l Insert mat l Plunge cut Insert geometry excess mat l brittle No rough cut hard mat l Inter. cut Part specific Bad tool post Spindle bearings. Poor grind Bad anvil Bad top clamp Loose belts Machine specific Erratic feed Damaged ways loose gibs Low air pressure Insert tool life 1 or 2 cut Tool holder life Air adjustment Tool height Tool over hang Chip control edge prep Poor rough op. No insert change RPM Rapid approach Feed rate Insert Chipping Machine Man Next steps assign an improvement for each defect factor, person responsible, due date, and effect. 14

15 Problem Solving FMDS - 5 Why Problem Solving Method 5 Why Problem Solving 1) Why has the problem occurred 2) To the previous answer, cause of the why 3) When you reach the last why, trace back to the problem and verify the correctness 4) Check for missing cause have you gone far enough? 5) Take countermeasures against the root cause(s) 5 Why Example Symptom: The machine stopped Cause: The circuit overload tripped Why? Therefore Why? Therefore Why? The shaft was worn down and seized up Metal cutting chips penetrated the area Chips passed through the lubrication system There was no strainer on the inlet pipe from the tank Therefore Why? Therefore Why? Therefore Why? 15

16 Problem Solving FMDS 8 Step A-3 Problem Solving Method 1. PROBLEM STATEMENT Background information regarding the theme of the problem. 2. CURRENT SITUATION Basic information regarding the problem area: Performance, Bekido, Chokko. Looking for GAPS. 3. SET THE TARGET Determine specific target 4. ANALYSIS FOR ROOT CAUSE 5 Why, Ishikawa (fishbone Diagram, 8 Step, etc. Root Cause Statement is clearly defined. 5. SELECT COUNTERMEASURES Countermeasures are expected that address root cause. Prioritize by Big or Small, and Easy or Difficult. 6. IMPLEMENT COUNTERMEASURES 7. RESULTS (O) Good impact, (Δ) Little or no change, (X) Worse condition. 8. MAINTAIN Establish a PDCA to maintain improvement, Standardize, Yokoten (read across). 16 Solve Problems Quickly Using PDCA

17 TPM FMDS Total Productive Maintenance TPM 6 Machine Type Losses Machine losses Categories Availability Performance Quality Types Breakdowns Changeover Cycle Time Small (Short) Stops Scrap & Rework Yield or start-up losses Typically machines experience losses in these main categories. Each one often needs to be measured in detail. 17

18 FMDS TERMS Terms A3 CL PDCA 8D GL Poke Yoke Abnormality FMDS 5S Bekido Gemba Standard Work Non-Bekido Ishikawa Tanzaku Bekido Cycle Kaizen Value Add Bottleneck Kitaichi Non Value Add Change Point KPI Visual Management Chokko Morning Market Yarijimai 8 Kinds of Waste Muda Yokoten 4M Change Point Obeya Meeting 18

19 FMDS JTEKT Term Bekido Bekido: The rate at which the bottleneck (longest process) or a line performs. (MCT = Man + Auto) Bekido rate = Σ(quality goods Neck MCT) Working Hours 100% 19

20 FMDS JTEKT Term Bekido Bottleneck: The least productive part of a Manufacturing Line Cannot make up for lost production on the bottleneck unless during breaks, lunch, or overtime Bottleneck Machine MCT MCT MCT 15 MCT 45 MCT 30 For Bekido calculation use the longest MCT MCT =(Machine Time + Handling Time)Manual Line MCT =(Machine Time )Auto Line 20

21 FMDS JTEKT Term Chokko Chokko: The ratio of finish products exiting a line to total products entering the line. Chokko = Total Good parts Σ(No Good + Good Parts) x 100% 21

22 FMDS Keys to Success Schedule daily meeting involving plant leadership and support. Cross functional approach, understood by management to shop floor. Led by Team/Group Leader. Buy in and ownership from shop floor and management! Problem Solving to Determine Root Cause Find, expose, and control what is hidden problems and not visual. True root cause determination Does it pass the 5-Why test? The same type of rigor that is used in quality problems should be applied to machine breakdown problem solving. Corrective actions must address the root cause and be permanent and irreversible. Dynamic process that s reviewed and modified. Establish method that forces Yokoten read across to all systems and processes. 22

23 FMDS Supplier Expectations Supplier requested to implement FMDS Determine gap at your plant IF a type of FMDS/visual management system exists at supplier, review and compare with JTEKT FMDS for improvement ideas. If FMDS does not exist at supplier, implement FMDS at your plant. What is your performance level to target and resulting gap? Ideal Situation Target Situation Examples: Bekido Chokko A GAP develops between the accepted standard and the current situation for FMDS. GAP What is the GAP between the Current Situation and What you visualize as the Ideal Situation for FMDS? Current Situation 23

24 FMDS Timeline of Next Steps 8/13/2018-8/16/2018 JTEKT Vonore FMDS Training 11/1/ /30/2018 Follow-up Workshop at Supplier Plant By SA Engineer, Yuri, and Karen 3/1/2019-4/30/2019 Follow-up Audit at Supplier Plant By SA Engineer, Yuri, and Karen 9/1/ /1/ /1/ /1/2018 1/1/2019 2/1/2019 3/1/2019 4/1/2019 8/1/2018 Web-EX and phone calls for assistance 4/30/2019 Supplier contact SA Engineer, Yuri, and Karen 8/17/2018-4/30/2019 Supplier Requests Assistance from JTEKT Web-Ex and phone calls with SA Engineer, Yuri, or Karen for assistance. Yuri s Yuri.GarciaBustamante@jtekt.com Karen s Karen.Stapleton@jtekt.com Follow-up Workshop Three-four months a workshop follow-up of FMDS process at your plant by SA Engineer, Yuri and Karen. Follow-up Audit Three-four months a follow-up FMDS audit by SA Engineer, Yuri, and Karen. 24

25 JATV FMDS Board KPI s Safety Quality Delivery Bekido & Chokko Charts Tanzaku 25 Countermeasures For KPI s 4M Change point control: Planned, Change Point, Abnormality Please standby for the next session to review the key elements 4M control and abnormality log. Daily production reports

26 26 Q AND A