Lean Manufacturing at AAM St. Cloud

Transcription

1 Lean Manufacturing at AAM St. Cloud Matt Hanken General Manager April 5, 2018

2 About AAM 2

3 Why Lean? Very competitive environment We need every improvement to keep winning new programs The market demands it Redeploy associates This is our culture 3

4 Why Lean? The Beginning

5 Why Lean? The Beginning

6 How The Target 8 Wastes 6

7 How The Tools Kaizen Change for the better 5S, SMED, VSM, Standard Work, TPM Targeting 24 Kaizen events this year ST CLOUD KAIZEN PROJECTS Project Leader Start Date Notes Disa 2 Finishing Delay - Standard Work 80/20 Jason B, Bob H 10/17/17 DONE 2 5S Maintenance Shop Greg C 10/25/17 Working on "Standardize" 3 Press 2 SMED Jason B, Jason T 10/30/17 Met 3/7, 3 methods to try in next couple weeks 4 Disa 2 SMED Jason B, Bob V 11/16/17 DONE 5 BMD/Clean Value Stream Map Pam W 11/28/17 DONE 6 Casting Validation Value Stream Map Mike/Les 12/11/17 DONE 7 Laempe SMED Steve B, Jason B 1/8/18 Completing tasks, box change completed 2/20, 19.6 min 8 Robotic Grind Mike G 1/11/18 4 std work sheets complete, Need to scheudle 5S 9a BMD Mold Extraction Future State Matt, Dave O 1/11/18 9b BMD Blast Future State Matt, Dave O February 9c BMD Degate/Press Future State - Submitt RCE Matt, Dave O March 10 Melt 5S Dale V 1/4/18 Working on "Setting" & "Shine" 11 Hiring VSM Bruce C 1/30/18 Regroup on 3/23 12 BMD Blast and Press 1 Jason B, Bob H 3/15/18 Brainstorming session held 13 DISA KO Deck Improvements Jason B, Bob H 2/20/18 Working on KO deck improvement tasks 14 BMD TPM Dale V 3/5? Developing Operator PMs 7

8 How 5S Sort, Set, Shine, Standardize, Sustain The foundation Each department is divided into smaller areas Quarterly audits conducted with area champion Audit Scores Quality Champion Q1 Q2 Q3 Q4 1 Layout, Calibration Scott J X-Ray Dominic Block Building Bryce Offices Mike 19 5 Sample, Metal Hold, Customer Returns, Saw Bryce Final Inspect, Press 1 & Press 3 Release areas Bryce 8.4 Quality 5S Audit Scores Layout, Calibration Final Inspect, Press 1 & Press 3 Release areas X-Ray 5 0 Sample, Metal Hold, Customer Returns, Saw Block Building Offices 8

9 Results 5S 9

10 Results 5S 10

11 Results 5S 11

12 Results 5S 12

13 Results 5S 13

14 Results 5S 14

15 How SMED Single Minute Exchange of Dies The objective of SMED is to reduce the total time it takes to change over a machine or process from the last good part through the acceptance of the next good part. Setup Reduction allows you to reduce lot size which impacts lead time and inventory. Convert internal tasks to external tasks. Streamline any remaining tasks. Eliminate: Machine adjustments Unnecessary movements Nuts and bolts Trial and error Standardize fixtures, tools, fasteners 15

16 Results CB22 SMED 74% Reduction in changeover time BEFORE AFTER 16

17 Results Laempe SMED 65% Reduction in changeover time BEFORE AFTER 58 Minutes to 20 Minutes in first round of SMED Based on 200 setups/yr Project gained 7,600 min. of NEW capacity. W/O adding equipment, labor, maint, etc. 17

18 How Defined CI Program Energize Associates to be more actively engaged in Continuous Improvement (CI) Promote and institutionalize CI and Problem Solving activities to the degree they become second nature and are considered a standard part of Associate daily / weekly work activities. Establish a greater degree of Management Recognition of Associate Performance This is a key part of raising Associate Energy Levels around CI Intent is to conduct Management Recognition at the Plant, Business Unit, and Corporate Levels Drive improvements in our Core Operating Capabilities Deliver Safety, Quality, Build Performance, and Cost Savings Performance More fully implement Lean Manufacturing throughout the Global Enterprise Improve the Organization s overall understanding of the AAM Operating System Significantly expand communication of the AAM Operating System by promoting it in the context of the AAM CI Challenge Establish the CI Process as a key Platform for achieving Operational Excellence Establish CI Disciplines as our Go To Method for Solving Problems and Driving Performance 18

19 How CI Challenge 19

20 How Quarterly Projects An approved quarterly project is required of each department Tracked in War Room and weekly update meetings 20

21 How 100% Participation 21

22 Summary Benefits Improved Safety Improved Quality & Customer Satisfaction Improved Productivity Increased Capacity Increased Revenue Increased Profit Increased Labor Utilization Energized Associates 22

23 Summary Try It. Engage Your Employees If you don t try something, no knowledge will visit you. Chihiro Nakao 23

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25 Matt Hanken, General Manager AAM American Axle & Manufacturing 25