AUTOMOTIVE LEAN PRODUCTION - AWARD & STUDY QUESTIONNARE 2017

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1 Image: Audi AUTOMOTIVE LEAN PRODUCTION - AWARD & STUDY QUESTIONNARE 2017 Application deadline: April 13 th, 2017

2 Award & Study 2017: Application and dates Application deadline for the Automotive Lean Production Study 2017 is April 13 th, Please return the completed questionnaire to: Agamus Consult GmbH Frau Anne Paul Fürstenrieder Straße München Germany Your data will be stored electronically until the evaluation and, of course, handled confidentially. Data will not be transferred to third parties. Info-Line Automotive Lean Production: Anne Paul Tel Fax: You can help us by sending a formless to let us know if you are planning to participate. Automotive Lean Production Award & Study is a cooperation between the magazine AUTOMOBIL PRODUKTI- ON and Agamus Consult GmbH. Agamus Consult has served automotive enterprises as an implementation consultant for more than 20 years. Image: Audi 12 th Congress Automotive Lean Production November 6 th /7 th, 2017, Audi site Neckarsulm On November 6 th and 7 th, 2017 the best-performers of the study will receive the Automotive Lean Production Awards at the Audi Forum Neckarsulm. Within this event, the prize-winning lean-projects will be presented as well. On November 6 th, the Audi plant Neckarsulm, 2016 award-winner in the category OEM, invites the participants to an exclusive visit to its production followed by a Get-Together in the plant. For further information about the congress, please visit: The Audi team from Neckarsulm with their award at the congress Automotive Lean Production Image: Widmann/Agamus

3 Automotive Lean Production Award & Study Objective of the initiative AUTOMOBIL PRODUKTION and Agamus Consult are carrying out the Automotive Lean Production study for the 12 th time. The Europe-wide initiative that dedicates itself to Lean manufacturing focusses on the following questions: What are the success factors of Lean Production? Who applies lean methods and strategies and what are the results in terms of quality, cost and delivery performance? How does the increasing digitalization of the production affect the existing production systems? The best performers of the study are awarded with the Automotive Lean Production Award in different categories. Eligible are plants and business units which employ more than 250 employees. Application procedure After analysis of the questionnaires, the top performers candidates for the 2017 Automotive Lean Production Award are visited for further analysis and on-site validation of the results. In a personal feedback session you discuss your strengths and potential for improvement with the experts. The leanest and most efficient enterprises are awarded on the Congress Automotive Lean Production on November 6 th /7 th, 2017 and present their prize-winning projects and strategies. Results All participants receive an individual evaluation with Benchmark rating on an international comparison on request. Participation is free Benefit for Participants Benchmarking On base of the individual evaluation every participating plant can draw its own benchmark regarding application of lean methods and achieved results. Comprehensive self-reflexion Beyond benchmarking the questionnaire focusses on a variety of success factors (e.g. communication and change management, trainings, planning of resources, Lean Roadmap, ), which were developed based on the experience of more than 11 years Automotive Lean Production Award & Study by Agamus Consult. The critical analysis helps to identify blind spots at the approach in every stage of Lean implementation. External Feedback on request For all participants, which do not belong to the group of finalists, Agamus Consult offers an evaluation visit which is independent from the award on request. Incurred travel expenses have to be beard. Comments from former participants While engaging ourselves with the questions, we were able to reflect on our achievements once again as well as bringing into focus the challenges of the steps that lie ahead of us. Peter Lion, Head of Department HoP1/BPS - Bosch Production System, Robert Bosch GmbH, Plant Homburg By participating in the initiative Automotive Lean Production Award & Study and the following on-site visit, we had the opportunity to reflect our previous activities in an extended frame of reference. The impulses and suggestions we received from the Agamus Lean experts during the exchange of experiences are very helpful for us. Michael Fischbach, General Manager Production System Kassel, Volkswagen AG Completing the Automotive Lean Production questionnaire and the feedback received based on the collected benchmark data, helped us to identify and assess new fields of action and to derive the appropriate measures. Uwe Zakel, Lean Management, Wolfgang Loch e.k Agamus Consult - All rights reserved 1

4 A. Contact data YES NO 1 Name and job title of respondent: 2 Company and address: 3 Phone number: What is the exact designation of your unit (company, plant, ) you are participating with in the study? Hereafter always designated as plant: 6 State your plant's two most important products: 7 Do you wish to apply for one of the Awards for your plant? (You will receive the results of the study even if you do not apply for the Award.) B. Structural data 8 How many employees work at your plant? 9 What is the ratio of direct employees in relation to the entire workforce? (Direct employees = spend at least 80 of their attendance with value adding activities) 10 What was your plant s revenue in the last business year? (In millions of ) Mio. 11 What percentage of your revenue stems directly from enterprises in the automotive industry? 12 Your organisation is mainly attributable to which tier of the automotive industry? (One answer only please) OEM (vehicle manufacturer) TIER 1 TIER 2 (or higher) 13 How do you supply your customers in regards of delivery system? (Percentage by value of goods) Batch (lot sizes) Just in Time (JIT) Just in Sequence (JIS) 14 What are the main production technologies at your plant? Please rate the distribution of your direct production employees. Assembly Robot welding (e.g. body shop) Casting (metal) Pressing, punching, forging... (metal) Machining (shape-cutting) Painting, powder coating, heat treatment, electroplating Plastics processing (e.g. injection moulding, thermoforming, RIM-process) Manufacturing of electronic parts (e.g. SMD assembly) Other (please specify): C. Introduction of Lean YES NO 15 Since when (year) have you been introducing Lean principles and tools to an appreciable extent? 16 Which statements apply to your plant? (One response to each statement, please) We can quantify the benefits of introducing Lean Production. We can quantify the costs of introducing Lean Production. We are satisfied with the implementation speed. 17 Do you have a Lean Roadmap? If yes: What planning horizon (years) does the Roadmap show? If yes: Is it a plant specific Roadmap? 18 How intensive were your previous activities regarding the following lean-fields? Process optimisation Design and improvement of lean value streams Challenging and supporting the employees including executive staff Challenging and supporting the suppliers Supplier Development, value-stream optimisation, Integration of suppliers, Learning organisation A change in the behaviour for a self-controlled CIP supplemented by Kaikaku Long-term corporate strategy Combination of Lean-activities in order to optimise the business model Agamus Consult - All rights reserved 2013 Agamus Consult - All rights reserved NO ACTIVITIES NOT VERY INTENSIVE INTENSIVE VERY INTENSIVE 1

5 D. Communication and Change Management YES NO 19 Do you have a Communication and Change Management strategy for your plant? 20 How was/is the commitment of your plant's employees regarding lean and a production system? During the implementation phase? (Please rate positive in 0-100) How is it today? (Please rate positive in 0-100) If today is less than 100: At which group of employees do you feel the strongest resistance against lean? 21 What kind of Communication and Change Management methods and tools do you use in order to inform and mobilise your staff? (One response to each method/tool, please) Print media (plant newsletter, info poster, bulleting board, newsletter etc.) Events (factory meeting, information day, company celebration etc.) Conversational, interactive communication (informational fairs, communication boards, team training etc.) Online communication (Intranet, news ticker, CEO mail, social media etc.) Information packs (Booklets, flyer, starter kit etc.) Feedback communication (barometer of public opinion, sounding board, interviews etc.) Symbols (Logo, slogan, screensaver, eye-catcher etc.) E. Lean Philosophy and system approach YES NO NOT AT ALL RATHER FEW INTENSIVELY VERY INTENSIVELY 22 Which departments have set lean goals, and at what level have these goals been set? Production R&D Quality Purchasing Logistics Finance/Controlling Sales 23 Do you measure the maturity level of your production system? If yes: Which maturity level shows your plant? (Rate positive 0-100; if you use a stage model, please refer to the highest stage) 24 How many Lean-experts that are released from other duties (FTE) do you have per 100 employees? F. Production system - structure and implementation level TOP MANAGEMENT MIDDLE MANAGEMENT FOREMAN/ SECTION LEADER NONE To what extent have you sustainably implemented the following Lean production practices at your plant? NOT IMPLEMENTED PILOT HALFWAY EXTENSIVELY COMPLETELY 25 5S Sort, set in order, shine, standardize, sustain 26 FMC - Flexible Manpower Cell A working environment in which people and machines can quickly adapt to changing customer demands 27 Flexible working hours e.g. flex time accounts 28 Flow production Work cells sequenced to match the flow of materials, optimized paths, synchronized and concatenated processes 29 Group/team work models Multiple qualifications, partly autonomous teams 30 Kaizen- / CIP-Workshops Continuous improvement workshops with the employees who take part in the process Agamus Consult - All rights reserved 2017 Agamus Consult - All rights reserved 3

6 31 Supplier development Proactively develop the supplier to extensively integrate material and information flows 32 Cyclical materials supply in production Milkrun, Waterspider, etc. 33 Level production Levelled job orders in order to produce for a defined period a constant number of products in defined intervals 34 Poka Yoke Employ a specially designed material or manufacturing process to prevent errors; failure-safe processes, test mediums and equipment 35 Q-Tools QFD, FMEA, 6-Sigma, 8D-Reports, A3-problem-solving process, etc. 36 Fast-response systems Standardized event- and time-driven escalation routines that provide the necessary resources in the event of problems; e.g. pull cord 37 Fast setup Fast tooling to flexibly respond to customer requirements; goal: reducing stock and increasing flexibility 38 Standardised workflows Clearly visualise workflows, defined operator cycles dependent on the customer tact time; Goal: process reliability and efficient employee deployment 39 Standardised KPI's Key figures, that represent the necessary efficiency ratios (OEE, workforce productivity, complaint files) at production group level and are aggregated to area codes 40 TPM - Total Productive Maintenance Maintenance strategy, autonomous maintenance, management of external services, spare-part-management, workload planning and scheduling in maintenance 41 Pull production control Pull principle driven by demand, self-regulated control loops 42 Visual management Visual indications of standards to ensure deviations are monitored and readily identified 43 Value stream methodology Graphic account of material and information flow as map and design; to determine total lead time and identify non value adding activities within the process 44 Shopfloormanagement Management on the shopfloor, standardised routines applicable to operators and management G. Lean in the supply chain 45 What is the proportion of material cost in relation to the total turnover? (Raw materials and purchased parts) 46 In what kind of delivery are these materials been supplied? (Please specify each as a percentage by value of goods) Batch (lot sizes) Just in Time (JIT) Just in Sequence (JIS) 47 At what level is your stock being located? (Please specify each as a percentage by value of goods; sum 100) Raw material Semi-finished products Finished products 48 To what extent do you analyse the value streams between your company and the supplier? (Only one answer, please) For less than 25 of the purchasing volume Between 25 and 50 of the purchasing volume For more than 50 of the purchasing volume We do not analyse value streams in respect of suppliers 49 Compared to your plant: How would you assess the Lean maturity level of MUCH WEAKER SLIGHTLY WEAKER EQUAL SLIGHTLY BETTER MUCH BETTER your A-suppliers? your A-customers? Agamus Consult - All rights reserved 2013 Agamus Consult - All rights reserved 3

7 50 According to your experience: What is the role of the Lean maturity level in case of new allocations of contracts for suppliers? (your plant as the customer) by your customers? (your plant as supplier) H. Value Stream Performance 51 How many days supply (own + consigned) of finished goods do you maintain on average? 52 How many days supply (own + consigned) of raw materials do you maintain on average? 53 What is the frequency of production of A-products? (One answer only please) Several times a day Every day Every third day Every week At intervals longer than weekly or irregularly Unknown / not analysed 54 What is your plant s service level (on time in full deliveries) from your customers perspective? (Order placement date, delivery date) 55 What is your suppliers customer service level from your plant's perspective? (Order placement date, delivery date) 56 What is the average overall equipment effectiveness (OEE) as a percentage of total production time at bottleneck processes/machines? 57 What is your direct customer complains rate? (Product and logistics defects only) PPM I. Your experience with Lean 58 What relative percentage of improvement did you achieve by your Lean activities in the last two years respectively what do you plan to achieve in the next two years? In terms of: NONE RATHER UNIMPOTANT IMPROVMENT OVER THE LAST 2 YEARS RATHER IMPORTANT VERY IMPORTANT IMPROVMENT IN THE NEXT 2 YEARS Productivity Cost reduction Internal PPM Supplier's PPM PPM to customers Lead time Inventory OEE Reaction speed Flexibility Ergonomics Other (please specify): 59 How many suggestions for improvement are submitted per employee per year? 60 To what extent do you agree with the following statements due to your previous Lean-experience? We have a positive culture of dealing with failures and communicating them. Repeated failures have been reduced sustainably. The number of fire-fighting situations decreased. The efficiency regarding the executive's work has increased. J. Lean and Industry 4.0 / Smart Digital Operations YES NO 61 Are you already working on digitalisation and Industry 4.0? 62 In your opinion, is the benefit of digitalisation measurable? 63 What is the digitalisation budget of your value streams in relation to the total budget cost of the plant? 64 Have you developed a maturity model for Industry 4.0 (Smart Digital Operations)? NOT AT ALL RATHER NOT MOSTLY COMPLETELY Agamus Consult - All rights reserved 2017 Agamus Consult - All rights reserved 5

8 65 On which issues the digitalisation could fail? (Please prioritise only your top 3 from 1 to 3) 1-3 Incorrect introduction strategy Return On Investment difficult to measure Return On Investment insufficient Missing or inadequate know-how Limited availability of corresponding digital applications Employee acceptance / Works council acceptance IT security (data protection, data security, network security,...) 66 In your opinion, what are the success criteria for a successful digitalisation? (Please prioritise only your top 5 from 1 to 5) 1-5 Creation of a business case Robust and error-free processes Process oriented work organisation (Master) data quality Measurability of improvements Qualification, digital competence Adaptation/renewal of the infrastructure 67 To what extent do you agree with the following statements regarding the interaction of Lean and Industry 4.0? NOT AT ALL RATHER NOT MOSTLY COPLETELY Lean is the prerequisite for a successful implementation of Industry 4.0. Industry 4.0 will help us to continue eliminating waste within our processes. Industry 4.0 will replace our previous Lean activities. The Lean and Digital Roadmap will be consolidated. Industry 4.0 helps to master the increasing complexity. Industry 4.0 will result in radical shortened lead times. IT employees will be integrated into Lean teams. 68 How do you link Industry 4.0 to your existing production system? (One answer only please) Industry 4.0 is respectively will be part of the production system. Both approaches are existing side by side. Other (please specify): 69 Have you evaluated all digitalisation projects with ROI? 70 Does digitalisation require the expansion/customisation of your production system? 71 Have you already set quantitative targets for any of your digitalisation activities (EBIT, savings,...)? YES NO 72 What results do you expect from the implementation of Industry 4.0? In terms of: NO IMPROVEMENTS SLIGHT IMPROVEMENTS STRONG IMPROVEMENTS SIGNIFICANT IMPROVEMENTS Productivity Response time / speed of adjustment Flexibility Decision-making ability / speed of decision-making Quality improvement Other (please specify): Agamus Consult - All rights reserved 2013 Agamus Consult - All rights reserved 5

9 73 Which of the following applications do you plan to implement in your plant? How would you rate their potential in terms of elimination of waste? (1: no potential; 2: low, 3: medium, 4: high, 5: very high) ALREADY IN SERIAL APPLICATION PILOTS EXISTING, ROLLOUT PLANNED PLANNED FOR SHORT TERM (WITHIN ONE YEAR) PLANNED FOR ME- DIUM TERM (2 TO 5 YEARS) NOT PLANNED POTENTIAL (1-5) Human-robot collaboration (collaborative robots, service robots) Additive processes (3D printing) in manufacturing or tooling (not development) Horizontal integration of supply chain - automated information management in supply chains and advanced analytics-controlled supply chains Digital self-learning error control circuits (Andon digital) Internal material flow control (e.g. autonomous milk runs, intelligent supermarkets...) Communication between component/machine and/or tool/machine Knowledge systems and assistance systems in maintenance (digital solution catalogue, augmented reality...) Real-time monitoring including escalation management, fault management systems Big Data Analytics for malfunction root cause analysis Big Data Analytics for shop floor management Automatic data processing and visualisation for shop floor management MES - Manufacturing Execution, planning and control based on real-time data Operator Support Interface - information and support systems for employees (machine operator, maintenance staff, machine setter, team leader,...) Smart work instruction, process documentation and paperless manufacturing (e.g. via smart devices) Context-sensitive assistance systems (smart glasses, smart watches) in production Digital quality control circuits / quality implementation (e.g., connected tools), quality (parameter measurement), quality (Data Analytics and digital error illustration) K. Shop floor management (SFM) YES NO 74 Since when (year) have you established shop floor management in your company? 75 Are you satisfied with the role perception of the lower and middle levels? If not, why? 76 Name the three most important success factors for a successful SFM: What type of SFM do you use? Stage model Caravan (upstream along the value stream) Combined model 78 Name the three most important performance indicators of SFM and the improvement over the past three years: Performance indicator 1: Performance indicator 2: Performance indicator 3: 79 Are you satisfied with the evolution of the performance indicators? 80 Were there times in which SFM did not deliver the desired result? If yes, why? (Please mark only the top 3 with 1-3) 1-3 The participants acceptance and discipline is not sufficient Higher priority on task forces actions and short-term activities. Lack of understanding for Lean tools. Deficient standards (processes, performance indicators). Too many activities, too few were worked out Agamus Consult - All rights reserved 2017 Agamus Consult - All rights reserved 7

10 81 In which functional areas have you established shop floor management? Production Maintenance Logistics Development Work preparation / order control / production control Order processing Other (please specify): Are the initiated continuous improvement process activities pushed and implemented in a consistently and hierarchically manner? L. Lean Launch / Industrialisation YES NO 83 Do your plant have a standardisied product development process? 84 We would like you to evaluate your customer projects for the following questions. (Please fill in representative values and no outliers) What is the deviation of your original resource planning versus the actual at internal SOP (start of production)? E.g.: 110: The project is taking longer than planned for 10. What is the difference between your resource planning and SOP in relation to the original planning? (In percent) What is the percentage of external project workers in project teams? (In percent) LOWER AS BUDGET SAME AS BUDGET <20 MORE THAN BUDGET MORE THAN BUDGET >50 MORE THAN BUDGET NOT SPECIFIED What is the deviation between your budget planning and SOP? What is the deviation of your budget planning six months after SOP? VERY LOW RATHER LOW RATHER HIGH VERY HIGH 85 Please rate the Lessons Learned of your previous projects regarding specific improvements. 86 At the time of customers SOP, what is the proportion of unscheduled additional processes? Rework Extra shifts Special transports Internal caused changes of design/tools Other (please specify): 87 Please evaluate your projects concerning to customer requirements: YES PARTLY NO NOT SPECIFIED Are customer requirements validated and assessed systematically? Are requirements communicated or coordinated within the project organisation? Are costs for changes caused by the customer systematically transferred to customers? Are changes caused by the customer systematically documented? 88 Please rate the following characteristics: Our plant has a distinctly supplier management with a integrated valuation method (Q-K-T). The basic valuation of quality gates is standardised and interdisciplinary. The final valuation of quality gates is stringent. The project manager has full responsibility for quality, costs and deadlines. The projects are fundamentally strictly controlled and risk-oriented (critical path). Our plant has a hierarchical maturity level (Q-K-T logic) with a goal-oriented key figure system, according to customers and business case requirements. The delta analysis (target-actual comparison) of the target figures is the main project control driver Agamus Consult - All rights reserved 2013 Agamus Consult - All rights reserved 7

11 The winners of the Automotive Lean Production Awards 2016 OEM: Audi AG, Plant Neckarsulm International Group: Brose Fahrzeugteile GmbH & Co. KG, Plant Coburg Supplier International SME: Möllertech UK Ltd., Plant Cwmfelinfach Special Award Smart Digital Operations OEM : FCA Italy S.p.A., Plant Melfi Special Award Digital Operations Supplier : Robert Bosch GmbH, Plant Blaichach/Immenstadt Bild: BMW Group Image: Widmann/Agamus The winners of the benchmark study Automotive Lean Production 2016 presented by AUTOMOBIL PRODUKTION and Agamus Consult (from left to right): Dr. Werner Geiger, Agamus Consult GmbH Dr. Frank Remy, Brose Fahrzeugteile GmbH & Co. KG, Plant Coburg Rupert Hoellbacher, Robert Bosch GmbH, Plant Blaichach/Immenstadt Clayton Harding, Möllertech UK Ltd., Plant Cwmfelinfach Helmut Stettner, Audi AG, Plant Neckarsulm Nicola Intrevado, FCA Italy S.p.A., Plant Melfi

12 Some call it work. I call it: magic. Dr.-Ing. Jan-Philipp Weberpals, Developer of Joining Technology at the Lightweight Design Centre at Audi. His measurements are done with absolute perfection in mind. This was the reason he decided to follow a career in innovative laser beam processes at Audi. It s just one of the many examples of all you can achieve when work doesn t feel like work. More fascinating jobs at vorsprung-bei-audi.de Turning vision into Vorsprung.