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施耐德精益生产体系流程评估标准


G&I / Industrial Deployment
Schneider Production System

SPS Assessment

Training
(FLV & IC)

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 1

Icons & meanings

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Explanation Checking point Question Good example Bad example

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FLV&IC SPS Deployment Dept.

SPS Assessment training

page 2

Introduction: 3 Domains,10 Categories, 38 Lines
PEOPLE COMMITMENT 1 1A 1B 1C 2 2A 2B 2C 3 3A 3B 3C 3D SIM PRODUCTION Work Instructions Short Interval Production & Quality Tracking SIM Production Implementation SIM SUPPORT FUNCTION SIM Support Functions Implementation SIM Support Functions Efficiency Suggestion System / Needs Expression Board CONTINUOUS IMPROVEMENT in people commitment Operator Flexibilty Versatility & Multi skills Training 5S Visual Management / Communicaton Boards 4 4A 4A' 4B 4D 5 PRODUCT / PROCESS ENGINEERING PROCESS ARCHITECTURE / LEAN DESIGN Manufacturing Time Definition Manufacturing Time Definition (auto workshop / line) Process Design / Lean Concept Late Differentiation / Adaptation ERGONOMICS / ENVIRONMENT - BAT 8 8A 8B MANAGEMENT OF MANUFACTURING & LOGISTICAL PROCESSES PRODUCTION PLANNING & SCHEDULING Master Production Scheduling CDO / OFO Process

8B' Queue Management 8C 9 9A 9B 9C 9D 10 Inventory management PULL PRODUCTION Single Point Scheduling / Pull system Single Piece Flow Assembly / WIP Management KANBAN Methodology Value Stream Management SUPPLY CHAIN & QUALITY MANAGEMENT

5AB Ergonomics / Work station 5C 5D 6 6A 6B 6C 7 7A 7B 7C 7D 7E Environment - BAT Safety MATERIAL HANDLING Reception / Warehouse Architecture MPAH Material Providing and Handling Internal Water Spider CONTINUOUS IMPROVEMENT in process engineering Poka-Yoke Changeover Time Minimization Lean Six Sigma Kaizen (See/Do) Total Productive Maintenance Process Control (Part - Product)

10A Supplier Quality Management 10B Supply Chain (upstream) Management 10C Down Stream Supply Chain Management 10D Shared Quality Management 10E Customer Focus

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 3

People Commitment - SIM Production
1a - Work Instructions - P1 - Q
? 1 – SPS Notion
1. Work instructions exist for: a. Manufacturing. b. Quality.

? ?

Standard work has been defined for each station

2. Work instructions for Safety (based on risk analysis) are posted. (instruction board / workstation). Safety instruction could be combined with other work instructions, it must be posted (for critical machines/stations) Observe whether the operator respects the safety instructions

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?

2 – SPS Basic
3. Operators were trained using the work instructions

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Ask the trainers how they fulfill the training tasks Check with the operators

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?
? ?

4. Operators understand the work instructions: a. Safety b. Quality c. Manufacturing These 3 kinds of instructions should be posted on the workstations Ask the operators whether they know the different work Instructions do they understand the meanings of the work Instructions

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 4

People Commitment - SIM Production
1a - Work Instructions - P1 - Q
? 3 – SPS Standard
5. Work instructions are visual

?

Work instructions are easy to be understood,

?
? ? ?

Avoid long sentence, with favor drawings / chart, colorful pictures… Acceptance criterias are clearly defined.

6. Workstation instructions also include maintenance information and change over information (if applicable) Two files are concerned: procedure of variant changing & maintenance check list (with the task and frequency) They should be posted in instruction book in the U-cell

7. Work Instructions are respected (followed)

?
?

Observe the motion of the operator and check with the instructions

4 – SPS Advanced
8. There is a standard process, known by the operator, to follow when a defect is detected (may include signal device, empowerment to stop the line, call the Supervisor)

?

Decision making procedure should be available for operator at cell level Check with operators
SPS Assessment training

?

FLV&IC SPS Deployment Dept.

page 5

People Commitment - SIM Production
1a - Work Instructions - P1 - Q
1 - SPS Notion
1. Work instructions exist for: a. Manufacturing. b. Quality 2. Work instructions for Safety (based on risk analysis) are posted. (instruction board / workstation).

2- SPS Basic
3. Operators were trained using the work instructions 4. Operators understand the work instructions a. Safety b. Quality c. Manufacturing

3- SPS Standard
5. Work instructions are visual 6. Work station instructions also include maintenance information and change over information (if applicable) 7. Work Instructions are respected (followed)

4 - SPS Advanced
8. There is a standard process, known by the operator, to follow when a defect is detected (may include signal device, empowerment to stop the line, call the Supervisor) 9. Operators are routinely participating in determination of new standardized work and definition of work instructions

5 - SPS Expert
10. Work instructions are 100% visual 11. Work instructions are continuously improved

? ?

Focus on:
Work Instructions available at workstation / cell / sector

Key points:
? 5 main Work Instructions (in order of priority)
? ? ? ? ? Safety (for critical machine/stations) Quality, Process flow chart with Quality check point. Operations / Line Driving Preventive Maintenance / Maintenance (for critical machine/stations) Change Over & Management instructions (versatility chart, 5S…) To train operators To check the operators on the main rules to follow, especially Safety & Quality To understand the Global Process (Flow-Chart) Known & respected Simple and Visual: can be seen at the workstation, avoid long sentences, use favor drawing, easy to understand and acceptance criteria's are clearly defined. Keep Updated

?

Why we need Work Instructions?
? ? ?

?

Work Instructions must be
? ? ?

Audit in workshop

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 6

People Commitment - SIM Production
1a - Work Instructions - P1 - Q
? 4 – SPS Advanced (continued)
9. Operators are routinely participating in determination of new standardized work and definition of work instructions

?
?

Operators are Involved when re-thinking the system and generating ideas for improvement Ask the operators:

? ?
?

Do they have suggestions to improve quality, to reduce the waste? How do they submit the suggestions? is there a formal procedure to follow ?

5 – SPS Expert
10. Work instructions are 100% visual 11. Work instructions are continuously improved

visual work instructions
FLV&IC SPS Deployment Dept. SPS Assessment training

page 7

People Commitment - SIM Production
1b - Short interval production tracking - P3 - Q
1 - SPS Notion
1. Production Tracking - Good Parts and Defects Numbers - is implemented per shift by the operators
2 Operators are aware of current and potential process and component quality defects related to each product range

2- SPS Basic
3. Production is tracked hourly by the operators (or coherent defined event cycle) 4. At the beginning of each shift, there is a review with operators of issues and objectives related to: a) production; b) quality; and c) barriers

3- SPS Standard
5. Production tracking includes a RedGreen breakdown and the top 3 causes of red. 6. Process and component defects are tracked as a key indicator. 7. Quality defects are analyzed and Countermeasures (containment and/or corrective action) are conducted within the current shift

4 - SPS Advanced
8. Complex issues are addressed through Six-Sigma or Kaizen 9. Pareto analysis of quality issues and waste is routinely done and updated . 10. At least 80% of the difference between red/green is explained down to root causes.

5 - SPS Expert
11. Corrective action results lead to a recurrence analysis of defects (defect types are tracked and recorded in a log file)

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Focus on:
Production tracking

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Key points:
? ? ? Quality & efficiency tracked hourly by operator Pareto analysis for defects and wastes is routinely done and updated (daily, weekly, monthly) “5 why” is used to identify the root cause

?
?

Recurrence of defects are tracked and analyzed
Actions are efficient

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KPI’s:
? MDR - KE - IE - NEE

Audit in workshop
FLV&IC SPS Deployment Dept. SPS Assessment training

page 8

People Commitment - SIM Production
1b - Short interval production tracking - P3 - Q
? 1 – SPS Notion
1. Production Tracking - Good Parts and Defects Numbers - is implemented per shift by the operators

?

Production tracking (include quantity and quality) done by operator per shift Check at cell level

?
? ?

2. Operators are aware of current and potential process and component quality defects related to each product range Operators are aware of quality defects related to each product range Defects are listed by QC (ex. Different code means different defects) Check with operators

?
?

2 – SPS Basic
3. Production is tracked hourly by the operators (or coherent defined event cycle)

? ?

Production tracking (include quantity and quality) done by operator hourly If TT>0.5H, the interval operator recorded should equal to TT Check the SIM sheet at cell level

? ?

4. At the beginning of each shift, there is a review with operators of issues and objectives related to: a) production; b) quality; and c) barriers Observe in the workshop to check:

? ?

Is there a meeting with operators at the beginning of shift? What kind of topics reviewed in this meeting?
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 9

People Commitment - SIM Production
1b - Short interval production tracking - P3 - Q
? 3 – SPS Standard
5. Production tracking includes a Red-Green breakdown and the top 3 causes of red.

?

120,000

Red-Green breakdown should done according to SPS

8,031 100,000 4,271 85,418 4,752 7,433 1,889 2,000 101,492

109,523

?
? ?

81,147

Top 3 causes of red should be analyzed daily

80,000

60,000

6. Process and component defects are tracked as a key indicator For the process defects, it tracked as First Pass Ratio, etc.

40,000

20,000

UT Cyclic / Fre. DT PV Activity External to process Non quality Uncertainties OT DVC support (NPV) TS

For non quality part, Scrap, it’s calculated in NQC. Check with line leader and QC engineer.

?
? ? ?

Red/Green breakdown according to SPS

7. Quality defects are analyzed and Countermeasures (containment and/or corrective action) are conducted within the current shift Information on the Quality issue includes the following items: what has happened/ what is the root cause/ what is the countermeasure -containment and/or corrective action-/ who is responsible / when The analysis must be based on comparison -good part/bad part, operator 1/operator 2, day 1/day2,....- and facts Action effectiveness is verified by the line leader/supervisor Check with the line leader/supervisor
SPS Assessment training

?

FLV&IC SPS Deployment Dept.

page 10

People Commitment - SIM Production
1b - Short interval production tracking - P3 - Q
? 4 – SPS Advanced
8. Complex issues are addressed through Six-Sigma or Kaizen

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Six-Sigma is focus on reducing variability to reach a performance on a process Kaizen is focus on eliminating waste on the whole product flow

?
?

9. Pareto analysis of quality issues and waste is routinely done and updated Pareto analysis of quality issues and waste done and updated at least done weekly

10. At least 80% of the difference between red/green is explained down to root causes

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Use “5 why” to find the root causes

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 11

People Commitment - SIM Production
1b - Short interval production tracking - P3 - Q
? 5 – SPS Expert
11. Corrective action results lead to an recurrence analysis of defects (defect types are tracked and recorded in a log file)

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Defects and non conformities are tracked and recorded by defect type in a log file. This is the only way to make sure the have been eradicated by the corrective actions. This log file must be displayed on the information board of the production cell

300
n u m b e r s o f d e fe c ts / i s s u e s

250 200 150 100 50
June M ay M ar Aug Nov J u ly O ct Jan Dec Sep Feb Jan Apr

D e fe c t 1 D e fe c t 2 D e fe c t 3

0 -5 0

Recurrence of defect 2!

m o n th s

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 12

People Commitment - SIM Production
1c - SIM Production implementation - P4, P10
1 - SPS Notion
1. SIM Production concepts (SPS Model) are partially implemented 2. Plant Event Cycle (frequency, contributors, deliverables) is known by everyone in production

2- SPS Basic
3. SIM Production is led (required by and participated in) by the Plant Manager 4. Cell / Product Sector short interval cycles and frequency are respected according to SPS 5. The manager and his team respect the frequency and duration of the event cycle

3- SPS Standard
6. Support function 's members (Methods , Materials, Logistics , Maintenance , Quality, Engineering …) participate in SIM Production meetings 7. Internal KPIs particular to the product or process have been established and are tracked.

4 - SPS Advanced
8. The shift supervisor manages the action plans and posts them 9. Evidence of dynamic management of the action plans: a) followed up, b) on time, c) evidence of success. 10. Human resources facilitate and Assess the SIM Production

5 - SPS Expert
11. Each manufacturing sector consistently reach one’s KPI’s objectives. 12. Internal KPIs show sustained improvement over a 12 months period

?
?

Focus on:
SIM Production implemented and respected the plant event cycle.

Key points:
? Operators are involved in SIM Production (beginning / end of shift)
? ? ? Objectives Definition Results / Barrier Log & Suggestion system management Safety & 5S Management Results Analysis / Indicators Review Barrier Log Management Action Plan Management / Escalation system

?

Support functions are involved in SIM Production
? ? ?

?

KPI’s:
?
? ? ? ?

Output : Realized - Forecasted
Safety + 5S Quality : Service Level - MDR Efficiency : KE/IE – NEE/OEE Barrier Log + Action Plan

Audit in workshop
Attend the daily SIM meeting
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 13

People Commitment - SIM Production
1c - SIM Production implementation - P4, P10
? 1 – SPS Notion
1. SIM Production concepts (SPS Model) are partially implemented

?

There are regular SIM meetings in production Check with operators, line leaders, production manager

?
?

2. Plant Event Cycle (frequency, contributors, deliverables) is known by everyone in production Plant event cycle are established include frequency, contributors, deliverables

SPS SIM event Cycles
EACH MANAGER 1 on 1 Face 2 Face DIRECT REPORTS

WORKER

SUPPORT FUNCTION

SUPPORT MANAGERS

All MANAGERS

5-10 MIN per Shift daily

Daily SIM

Weekly SIM

Weekly Coordination Meeting

PRODUCTION SUPERVISOR or Team Leader

PRODUCTION SUPERVISOR

PRODUCTION SUPERVISOR

1 on 1 Face 2 Face PLANT MANAGER DIRECT REPORTS

PLANT MANAGER

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 14

People Commitment - SIM Production
1c - SIM Production implementation - P4, P10
? 2 – SPS Basic
3. SIM Production is led (required by and participated in) by the Plant Manager

?

Ask plant manager whether he know the plant event cycle, does he/she attend the SIM daily meeting (once per week) Check with production manager

?
?

4. Cell / Product Sector short interval cycles and frequency are respected according to SPS
There are shiftly, daily, weekly meeting according to SPS Check with operators, line leaders/supervisors, production manager

?
?

5. The manager and his team respect the frequency and duration of the event cycle SIM meeting at fixed time with the fixed duration Check with line leaders / supervisors, and observe the daily meeting.

?
?

3 – SPS Standard
6. Support function 's members (Methods , Materials, Logistics , Maintenance , Quality, , Engineering …) participate in SIM Production meetings

?
?

Observe the daily meeting and check with the participates.

7. Internal KPIs particular to the product or process have been established and are tracked KPIs include output, safety, 5S, OTDM, MDR, KE/IE, NEE/OEE, should be reviewed in the daily SIM meeting Observe the daily meeting to check whether the KPIs be tracked

?

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 15

People Commitment - SIM Production
1c - SIM Production implementation - P4, P10
? 4 – SPS Advanced
8. The shift supervisor manages the action plans and posts them

?

Action plans should be followed and posted on the SIM board.

9. Evidence of dynamic management of the action plans: a) followed up, b) on time, c) evidence of success

?
?

Check the action follow-up file to see the evidence

10. Human resources facilitate and Assess the SIM Production HR need to be involved in SIM production,

? ?
?

Attend the daily meeting frequently, Organize regular audit,…

5 – SPS Expert
11. Each manufacturing sector consistently reach one’s KPI’s objectives

? ?

Check KPIs (output, safety, 5S, OTDM, MDR, KE/IE, NEE/OEE ) report to see the result

12. Internal KPIs show sustained improvement over a 12 months period Check the 12 months trend

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 16

People Commitment - SIM Support Functions
2a - SIM support functions - P5, P10
1 - SPS Notion
1. SIM Production concepts (SPS Model) are partially implemented 2. Plant Event Cycle (frequency, contributors, deliverables) is known by everyone in production

2- SPS Basic
3. SIM Production is led (required by and participated in) by the Plant Manager 4. Cell / Product Sector short interval cycles and frequency are respected according to SPS 5. The manager and his team respect the frequency and duration of the event cycle

3- SPS Standard
6. Support function 's members (Methods , Materials, Logistics , Maintenance , Quality, Engineering …) participate in SIM Production meetings 7. Internal KPIs particular to the product or process have been established and are tracked.

4 - SPS Advanced
8. The shift supervisor manages the action plans and posts them 9. Evidence of dynamic management of the action plans: a) followed up, b) on time, c) evidence of success. 10. Human resources facilitate and Assess the SIM Production

5 - SPS Expert
11. Each manufacturing sector consistently reach one’s KPI’s objectives. 12. Internal KPIs show sustained improvement over a 12 months period

?

Focus on:
SIM support function implemented and respected the plant event cycle.

?

Key points:
? ? ? Event cycle are defined and respected There must be a individual meeting between manager and his staff (1 to 1) Diary is used to manage workload
? ? Workload is planed and measured Workload is analyzed: red/green, realized/forecasted

?

Support Functions are focused on Production & Costumer Service
? ? Global Action Plan is defined, Barrier Log is updated in SIM Priorities are defined and are consistent in the agenda of all support functions

Diary with red/green

?

KPI’s:
? ? % Tasks done / Tasks planned % Tasks in time

Audit in 2-3 support function
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 17

People Commitment - SIM Support Functions
2a - SIM support functions - P5, P10
? 1 – SPS Notion
1. SIM Support Function concepts (SPS Model) are known

? ?

Plant management team received the SIM training

2. Plant Event Cycle (frequency, contributors, deliverables) is known by all support functions

?
?

Plant event cycle are established include frequency, contributors, deliverables. Check with some sector manager and staffs

2 – SPS Basic
3. SIM Support Functions is led (required and participated in) by the plant Manager

? ? ?

Ask plant manager whether he know the plant event cycle, Are there scheduled 1 to 1 meeting between plant manger and function managers weekly Is there a weekly coordination meeting with all support manager Check with function managers

?
?

4. The manager and his team respect the frequency and duration of the event cycle

?
?

SIM meeting hold at fixed time, with fixed duration Check with support engineers There is a weekly 1 to1 meeting between function manager and his staffs to review action plan, workload, priority… Check with staffs

5. The manager organizes a weekly contact with his staff (1 to 1)

?

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 18

People Commitment - SIM Support Functions
2a - SIM support functions - P5, P10
? 3 – SPS Standard
6. Staff individual’s diary is used as a scheduling tool

?

Check several individual diaries to see the situation

7. A global product-process action plan is available and updated

?
? ? ? ?

Check the action follow-up file (at plant level) to see whether it is reviewed and updated

8. SIM SPS model is fully implemented Function event cycle exit and respect SPS There’s 1 to 1 meeting between manager and his direct reports Diaries are used to manage workload Support function are focused on production & costumer service

SPS SIM event Cycles
SUPPORT FUNCTION SUPPORT MANAGERS

EACH MANAGER 1 on 1 Face 2 Face

DIRECT REPORTS

WORKER

All MANAGERS

5-10 MIN per Shift daily

Daily SIM

Weekly SIM

Weekly Coordination Meeting

PRODUCTION SUPERVISOR or Team Leader

PRODUCTION SUPERVISOR

PRODUCTION SUPERVISOR

1 on 1 Face 2 Face PLANT MANAGER DIRECT REPORTS

PLANT MANAGER

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 19

People Commitment - SIM Support Functions
2a - SIM support functions - P5, P10
4 – SPS Advanced
9. Diary planning intervals are < 2 hours blocks

?
?

Check several individual diaries to see the interval

10. Tasks planned in the diaries according to the Pareto Analysis of issues/ barriers identified production Tasks & Action plans come from Pareto Analysis of issues/ barriers in production SIM Check staff diaries of support function with the action follow-up file on production SIM board to whether they are matched

?
?

11. Human resources facilitate and Assess the SIM Support Functions HR must facilitate and assess the support function SIM, to set up KPIs for all function Dept, to measure staff workload, to organize regular review / audit,…

?

5 – SPS Expert
12. Manufacturing KPI's are in continuous improvement

?

Check KPIs report to see the result

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 20

People Commitment - SIM Support Functions
2b - SIM Support functions Efficiency - P6
1 - SPS Notion
1. Global team workload is assessed. (eg: Annual Human Resource Review or Business Plan Cycle)

2- SPS Basic
2. Individual workload is assessed (to do list) 3. Support Functions core skills are defined and formalized ( updated once a year)

3- SPS Standard
4. Number of tasks carried out per person per week is scheduled and tracked (Ratio Implemented / Scheduled) 5. Workload and resources are well balanced according to the objectives

4 - SPS Advanced
6. Support functions have defined their own KPI's; they are tracked & analyzed

5 - SPS Expert
7. Support Function KPI's are in continuous improvement

?

Focus on:
Staff workload management & support function efficiency.

?

Key points:
? Priorities are known by each staff member - both factory priorities and personal priorities

?
? ?

Priorities are taken into account and evidence exists in the “to-do” lists and diaries
Resources are adapted: resources are applied to the highest priority activities Activities or actions: does the plant verify and follow-up that the results are sustained ?

?

KPI’s:
?
?

% Tasks done / Tasks planned
% Tasks in time

Audit 2-3 support function
FLV&IC SPS Deployment Dept. SPS Assessment training

page 21

People Commitment - SIM Support Functions
2b - SIM Support functions Efficiency - P6
? 1 – SPS Notion
1. Global team workload is assessed. (eg: Annual Human Resource Review or Business Plan Cycle)

?
?

This global workload assessment is the base of Dept headcount requirement, It should be reviewed once a year or base on business plan cycle. Check with the Dept manager

?
?

2 – SPS Basic
2. Individual workload is assessed (to do list)

? ?

Use the some tools to assess the individual workload (e.g. to-do-list). The contents of the file should include workload, priorities, due date, planed ratio… Check with dept. manager and staff

?
? ? ?

3. Support Functions core skills are defined and formalized ( reviewed once a year ) Make the red/green activities self analysis for each non-DVC employee Make a competency (skills & knowledge) assessment for each employee Clearly define the JD for each staff, and the JD should be reviewed once a year. Check with dept. manager and staff

?

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 22

People Commitment - SIM Support Functions
2b - SIM Support functions Efficiency - P6
? 3 – SPS Standard
4. Number of tasks carried out per person per week is scheduled and tracked (Ratio Implemented / Scheduled)

?
? ?
?

Audit several individual do to list and diary. Check the ratio of implemented / scheduled

5. Workload and resources are well balanced according to the objectives Measure and balance the individual workload Resource are applied to the high priority activities according to the objectives

4 – SPS Advanced
6. Support functions have defined their own KPI's; they are tracked & analyzed

? ? ?
?

KPIs clearly defined for each department, KPIs should be tracked, analyzed and take actions to improved. Objectives and real data of KPIs should be posted in each department

5 – SPS Expert
7. Support Function KPI's are in continuous improvement

?

Check KPIs report to see the result

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 23

People Commitment - SIM Support Functions
2c - Suggestion System - P7
1 - SPS Notion
1. There is a system or process to record employee suggestions

2- SPS Basic
2. Project specific suggestion systems are utilized to formalize employee feedback 3. Suggestions are visual and a feedback is given within 30 days.

3- SPS Standard
4. Supervisors work with employees to refine suggestions. 5. A committee evaluates suggestions. 6. Suggestions are visual and a feedback is given within 2 weeks

4 - SPS Advanced
7. Suggestions are visual and a feedback is given within 1 week. 8. The content of the suggestions becomes more important than the qty posted : KPI’s tracked. 9. There is an incentive system in place for suggestions.

5 - SPS Expert
10. Additional rewards exist for "outstanding “suggestions. 11. KPI's show continuous improvement of suggestion system

? ?

Focus on:
Dashboard for Suggestions

Key points:
? ? Suggestion system is encouraged/managed in SIM production (team leader – operators shiftly meeting Suggestion system is formalized :
? ? ? Issue date, accept or refuse Action pilot Implementation date

? ?

Information is current and updated frequently to match the event cycle of SIM production information is not “old”, forms do not “wait” to filled out.

?

KPI’s:
? ? Number of suggestions per month Meantime to reply / to implement

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 24

People Commitment - SIM Support Functions
2c - Suggestion System - P7
? 1 – SPS Notion
1. There is a system or process to record employee suggestions.

? ?
?

There is a simple system / process to record suggestions Ask HR manager to do the roughly introduction of the plant suggestion system

2 – SPS Basic
2. Project specific suggestion systems are utilized to formalize employee feedback

? ? ?

There is a formal procedure to define how the suggestion system works Suggestions could be developed as action plans, projects…

3. Suggestions are visual and a feedback is given within 30 days
Suggestion sheets are posted on the board to show the situations and progress. Check the issue date and feedback date to see whether the duration is < 30 days

?
?

3 – SPS Standard
4. Supervisors work with employees to refine suggestions

? ?

Supervisor collect, refine and distribute the suggestions once a day

5. A committee evaluates suggestions Every day, at a fixed time, the designated contact person in each department examines the new suggestions and allocates them to his department (one coordinator designated per sheet).
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 25

People Commitment - SIM Support Functions
2c - Suggestion System - P7
? 3 – SPS Standard (continued )
6. Suggestions are visual and a feedback is given within 2 weeks

? ? ?

The coordinator must face to face discuss each new sheet with the requester to well understand the problem, the proposal, and so on. If the suggestion is accepted, the coordinator and the requester will decide on the appropriate action to be undertaken Once an action is undertaken, the coordinator and the requester should confirm it by signing on the sheet Check with point 3

?
?

4 – SPS Advanced
7. Suggestions are visual and a feedback is given within 1 week

?
? ?

Check with point 3

8. The content of the suggestions becomes more important than the qty posted : KPI’s tracked Improve the suggestions from quantity to quality. KPIs tracked with the targets, include number of suggestion issued, waiting time for feedback, action undertaken rate, action on time implemented rate…

9. There is a incentive system in place for suggestions

?

Reward system for suggestions is existed in the plant Check with the operators and staff whether they know this reward system

?

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 26

People Commitment - SIM Support Functions
2c - Suggestion System - P7
? 5 – SPS Expert
10. Additional rewards exist for "outstanding “suggestions

?

Clear definition of the outstanding suggestion is existed The result of the suggestion should be measurable. (ex. low cost, high savings…) Check with the operators and staff whether they know this additional rewards

?

? ?

11. KPI's show continuous improvement of suggestion system Check KPIs report to see the result

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 27

People Commitment - Continuous Improvement
3a - Operator flexibility - P2
1 - SPS Notion
1. Concept of operator flexibility and team work spirit accepted

2- SPS Basic
2. Operators are trained to operate several stations / machines within a line / cell 3. Flexibility and/or multi machine manning is partially implemented (>30% of the sector)

3- SPS Standard
4. Flexibility and/or multi machine manning is implemented (>80% of the sector) 5. Organization and balance of the line / cell minimize waiting time and/or moves 6. KE (manual) and SUR (auto) are tracked and analyzed (Pareto)

4 - SPS Advanced
7. Resource flexibility driven by customer demand: balancing done inside each shift 8. KPI’s (KE & / or SUR) show a 6 months continuous improvement 9. KE remains higher than 80% with number of operators varying with demand.

5 - SPS Expert
10. KPI’s (KE & / or SUR) steadily reach the targets 11. KE remains higher than 90% with number of operators varying with demand.

?

Focus on:
Matching demand and resources.

?

Key points:
? ? ? Number of operators in a cell varies according to workload demand Same level of KE with minimum and maximum of operators (KE > 80%) Production clearly understands their demand - including distribution center shortages and / or customer expedites and adjusts their schedule and staffing to respond minimum production rate maximum production rate

?

KPI’s:
? ? Operator Efficiency KE – SUR (auto)

Audit in workshop
FLV&IC SPS Deployment Dept. SPS Assessment training

page 28

People Commitment - Continuous Improvement
3a - Operator flexibility - P2
? 1 – SPS Notion
1. Concept of operator flexibility and team work spirit accepted

?
?

Observe in the workshop to see whether the operators move inside the U-cell

2 – SPS Basic
2. Operators are trained to operate several stations / machines within a line / cell

? ?
?

Observe whether the operator moves to upstream and downstream based on flow rate inside the U-cell Check whether the operators are trained with the detail information in multi-skill chart

3. Flexibility and/or multi machine manning is partially implemented (>30% of the sector)
What is the meaning of implemented

? ? ?

For manual assembly: operator can move between several stations. For auto / semi-auto assembly: one operator can drive more than one machine at same time.

Implemented stations / machines divided by total stations / machines in the sector to get the percentage

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 29

People Commitment - Continuous Improvement
3a - Operator flexibility - P2
? 3 – SPS Standard
4. Flexibility and/or multi machine manning is implemented (>80% of the sector)

?
?

Check with point 3

5. Organization and balance of the line / cell minimize waiting time and/or moves Ask the supervisor how he/she adjust the number of operators inside/between the cell Check with the operators whether they know some principles move inside the cell.

?
? ?
?

6. KE (manual) and SUR (auto) are tracked and analyzed (Pareto) KE and SUR are tracked as KPIs The gaps are analyzed (Pareto) if KE / SUR don’t reach the target

4 – SPS Advanced
7. Resource flexibility driven by customer demand: balancing done inside each shift

?

Ask production manager/supervisor:

? ?

How do they know the number of operators they need? Do they do any balance for each shift?

?

Check the demand qty at the scheduling point and the real output at the end of production line to see whether it is matched

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 30

People Commitment - Continuous Improvement
3a - Operator flexibility - P2
? 4 – SPS Advanced (continued)
8. KPI’s (KE & / or SUR) show a 6 months continuous improvement

?
?

Check latest 6 months’ KE & SUR report to see the trend.

9. KE remains higher than 80% with number of operators varying with demand KE of each cell is higher than 80% Check latest 6 months KE report

?
?

5 – SPS Expert
10. KPI’s (KE & / or SUR) steadily reach the targets

? ?

At least 6 months KPI’s constantly reach the targets

11. KE remains higher than 90% with number of operators varying with demand KE of each cell is higher than 90% Check with point 9

?

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 31

People Commitment - Continuous Improvement
3b - Versatility & Multi-skill training - P9 - Q
1 - SPS Notion
1. Job / position training has been identified for each operation 2. The versatility and multi-skills charts are up-to-date (within one month)

2- SPS Basic
3. Training assessment analyses have been conducted with all employees and training action plan is under control

3- SPS Standard
6. Formal job related training is routinely being provided including evaluations.

4 - SPS Advanced
9. Human Resources assesses the process for versatility and multi skills implementation and training
10. Versatility charts are posted on the line

5 - SPS Expert
11. An on-going evaluation of training needs is in place. Training effectiveness is measured.

7. New employees go through an introductory training session prior to 4. Training is given by designated internal entering the production area that includes or external clearly identified trainers. safety, product introduction, manufacturing 5. Customer consequences due to error skills, SIM, quality standards and lean concepts. are part of training and understood. 8. 75% of factory associates (Operators) are multi-skill trained

?
?

Focus on:
Versatility and multi-skills management.

Key points:
? Versatility chart (Versatility = Ability to Rotate Jobs)
? ? ? The chart tells you which operators have been trained and on what operations. Auditor: check operators tasks and compare to the chart. The chart identifies which workers are in training Certified Trainers are identified

? ?

Multi-skills training Management (plan, objectives…) HR involvement

?

KPI’s:
? ? % Internal Versatility (inside a line /cell) % External Versatility (between different lines / sectors)

Audit in workshop
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 32

People Commitment - Continuous Improvement
3b - Versatility & Multi-skill training - P9 - Q
? 1 – SPS Notion
1. Job / position training has been identified for each operation .

?
?

There’s a training / evaluation plan for each operation

2. The versatility and multi-skills charts are up-to-date (within one month) The multi-skills charts are available, updated monthly Check the modification date in the latest version of the chart, to see whether it is updated with in 1 month

?
?

2 – SPS Basic
3. Training assessment analysis have been conducted with all employees and training action plan is under control

? ? ?

There is a training assessment procedure The training assessment can be conducted by one team include the people from production, quality, methods etc, If one operator failed the assessment, the trainer should do the analysis and take action ( ex. retrain, change workstations…) Check the assessment record, and the action plan is followed up

?
? ?

4. Training is given by designated internal or external clearly identified trainers The trainers should be designated by production and certified by HR They could be partial or full time trainers according to the workload of the training task.

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 33

People Commitment - Continuous Improvement
3b - Versatility & Multi-skill training - P9 - Q
? 2 – SPS Basic (continued)
5. Customer consequences due to error are part of training and understood

? ?
?

Check the contents of the training documents to see whether it is include customer consequences Check with the operators to see whether they understand.

3 – SPS Standard
6. Formal job related training is routinely being provided including evaluations

? ?

Clearly JD for different level of the trainer The training tasks are planned, provided, evaluated regularly

7. New employees go through an introductory training session prior to entering the production area that includes
safety, product introduction, manufacturing skills, SIM, quality standards and lean concepts

? ?

Normally the orientation training should include all these contents.

8. 75% of factory associates (Operators) are multi-skill trained If the operator can work on ≥ 3 workstations, it is considered the operator are multi-skill trained

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 34

People Commitment - Continuous Improvement
3b - Versatility & Multi-skill training - P9 - Q
? 4 – SPS Advanced
9. Human Resources assesses the process for versatility and multi skills implementation and training

?

HR is involved in multi-skills implementation as a coach/leader

?
?
?

Check with the production manager

11. Versatility charts are posted on the line Check the chart in workshop whether it is posted on the line and updated monthly

5 – SPS Expert
12. An on-going evaluation of training needs is in place. Training effectiveness is measured

? ?

Training management (include needs analysis, planning, assessment) is in place Training effectiveness measured & monitoring

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 35

People Commitment - Continuous Improvement
3c - 5S - P1, P2
1 - SPS Notion
1. 5S concept awareness 2. Global (complete facility) housekeeping is generally good, including workshop, warehouse, labs, offices, bathrooms, canteen. 3. Training of leaders completed

2- SPS Basic
4. Sort is implemented ...No unuseful thing in the workstations 5. Straighten is implemented … every tool & part has a place.

3- SPS Standard
7. Standardization is practiced (>80%) ... aisles are marked and marking is respected (>80%)

4 - SPS Advanced
10. 5S is fully implemented and respected in the workshop through daily self assessments 11. 3S is Implemented in support functions and offices (Sort - Straighten Shine)

5 - SPS Expert
12. 5S is fully implemented and respected in the offices through daily self assessments
13. 5S KPI's in continuous improvement

8. Sustain: 5S audits conducted at least 6. Shine is implemented … Housekeeping once a month is facilitated (managed and achieved) 9. Sustain: 5S KPIs are a SIM key indicator and are posted in the work area

? ?

Focus on:
5S implementation

Key points:
? ? ? ? Level 1 - Knowledge
? ? ? ? ? 5S Methodology is known – global housekeep is good

Level 2 - 3S Implementation in Workshop
Sort + Straighten + Shine

Level 3 - 5S Implementation in Workshop
3S + Standardize + Sustain

Level 4 - 5S fully implemented in Workshop , partially in office
5S in Workshop 3 S in Office

?

Level 5- 5S fully implemented in workshop and in office
? 5S standards in continuous improvement

?

KPI’s:
? 5S Audit Mark

Audit in workshop & office
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 36

People Commitment - Continuous Improvement
3c - 5S - P1, P2
? 1 – SPS Notion
1. 5S concept awareness.

? ?

5S is an organization approach very simple and visual, based on tidiness and clearness. 5 steps of 5S: Sort - Straighten - Shine - Standardize - Sustain

2. Global (complete facility) housekeeping is generally good, including workshop, warehouse, labs, offices, bathrooms, canteen.

?
? ?

Have a plant tour to get the global impression

3. Training of leaders completed There’s a committee or project team in the plant The committee / project team have been trained Check the training record

?
?

2 – SPS Basic
4. Sort is implemented ...No unuseful thing in the workstations

? ?

Eliminate useless items Only useful items, clean and in good condition, on the workstation

5. Straighten is implemented … every tool has a place

? ?

Needed items are available at the right time, right place (no safety or quality risks )
Minimize lost time to find
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 37

People Commitment - Continuous Improvement
3c - 5S - P1, P2
? 2 – SPS Basic (continued)
6. Shine is implemented … Housekeeping is facilitated (managed and achieved)

?

Make cleanness in workshop

?
?

Manage and achieve the cleanness as the routine job in the workshop

3 – SPS Standard
7. Standardization is practiced (>80%) ... aisles are marked and marking is respected (>80%)

? ?

Marking, location, storage places, are evident All irregularities are easily visible to generalize tidiness and clearness

8. Sustain: 5S audits conducted at least once a month

?
? ?

Check the audit report to see audit date of last several months

9. Sustain: 5S KPIs are a SIM key indicator and are posted in the work area Audit results include mark, gap analysis, action plans are followed in production SIM The audit mark compare with the target is posted in work area (at sector level)

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 38

People Commitment - Continuous Improvement
3c - 5S - P1, P2
? 4 – SPS Advanced
10. 5S is fully implemented and respected in the workshop through daily self assessments

? ? ?
?

5S in implemented in 100% of area in the workshop and it’s consistent discipline There’s a daily self assessment in each line / sector

11. 3S is Implemented in support functions and offices (Sort - Straighten - Shine) 3S is implemented in support function and office include IQC, warehouse, maintenance etc.

5 – SPS Expert
12. 5S is fully implemented and respected in the offices through daily self assessments

? ?

5S in implemented in 100% of area in the plant, and it’s consistent discipline There’s a daily self assessment in each sector / department

13. 5S KPI's in continuous improvement

?

Check the audit report to see KPI (audit mark) trend.

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 39

People Commitment - Continuous Improvement
3d - Communication Boards - P8
1 - SPS Notion
1. Awareness of concept and some examples in place

2- SPS Basic
2. Communication boards are deployed in the plant for each Sub-cell/Cell. 3. SIM information is easily understood and meaningful for ALL employees (workshop and office)

3- SPS Standard
4. Communication Boards are posted to indicate the global performance in each Sector (Performance Boards) 5. SIM Boards (cell level) show clearly the results, the analysis and the action plan 6. Performance information is easily understood and meaningful for ALL employees

4 - SPS Advanced

5 - SPS Expert

7. Communication Boards are posted to 10. New?Boards (workshop/plant) show indicate the global (New?Boards) clearly the results, the analysis and the action plan 8. Performance Boards (sector) show clearly the results, the analysis and the 11. All Communication Boards are action plan visual (Green - Red principles, Smileys 9. New?Boards are easily understood and meaningful for ALL employees …)

? ?

Focus on:
Production Boards - SIM Boards - New?Boards - Information Boards ...

Key points:
Information communicated through visual Management is generally presented as follows: ? Cell – Sub cell
?

Instruction board -> Give global management instructions: Safety , 5S , Quality, Versatility, Maintenance… SIM board -> Give Performance Indicators (cell-sub cell) -> Support of SIM Management: Barrier Log, Output, SIM KPI’s, Performance Analysis , Action Plan

?

?

Production Sector
?

SIM Board / Performance Board -> Give global performance (Product Lines) -> Support of SIM Management: SIM KPI’s, Performance Analysis , Action Plan

?

Plant / Workshop
?

New?board -> Give global performance on New?axes (growth, efficiency, people)

-> Give global projects an action plan
FLV&IC SPS Deployment Dept.

Audit in workshop
SPS Assessment training

page 40

People Commitment - Continuous Improvement
3d - Communication Boards - P8
? 1 – SPS Notion
1. Awareness of concept and some examples in place .

?
?

There are some communication boards in the plant

2 – SPS Basic
2. Communication boards are deployed in the plant for each Sub-cell/Cell

?

Instruction boards and SIM boards for each cell/sub-cell are implemented Observe in workshop to check whether it is deployed according to SPS

?
?
?

3. SIM information is easily understood and meaningful for ALL employees (workshop and office) Check with several operators and staffs

?

Are they understand the information and how often they look at them

3 – SPS Standard
4. Communication Boards are posted to indicate the global performance in each Sector (Performance Boards)

? ? ?

Global performance of each production line are posted on the sector SIM board

5. SIM Boards (cell level) show clearly the results, the analysis and the action plan Performance results, gap analysis and action plan are shown clearly on the SIM board (cell level)

6. Performance information is easily understood and meaningful for ALL employees
Performance information means the informations on the sector SIM board
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 41

People Commitment - Continuous Improvement
3d - Communication Boards - P8
? 4 – SPS Advanced
7. Communication Boards are posted to indicate the global (New?Boards)

? ? ? ?
?

There is a new2 boards in the plant The new2 boards shows the global performance on new2 axes

8. Performance Boards (sector) show clearly the results, the analysis and the action plan Performance results, gap analysis and action plan are shown clearly on the SIM board/performance board (sector level)

9. New?Boards are easily understood and meaningful for ALL employees Informations on new2 boards are easily understood and meaningful operators and staffs

5 – SPS Expert
10. New?Boards (workshop/plant) show clearly the results, the analysis and the action plan

?

Performance results, gap analysis and action plan are shown clearly on the new2 boards

11. All Communication Boards are visual (Green - Red principles, Smiley …)

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 42

Product / Process Eng. – Process Architecture/Lean design
4a - Lean Design / Mfg Time Definition (Manual / Semi Auto Assy) - P16
1 - SPS Notion
1. Manufacturing times are identified & documented 2. Useful Time (UT) is clearly documented (Value added).

2- SPS Basic
3. Manufacturing standard times (UT,DT,KD, KE, KS) are clearly identified & documented according to the SPS.

3- SPS Standard
4. Standards (UT,DT) are timed using a stopwatch or MTM. (KE should not exceed 1)

4 - SPS Advanced
6. For current pre-engineered processes, the Useful Times and Design Times are predetermined using MTM methodology.
7. Video Analysis / Stop Watch are used to determine the UT & DT on the current ETO processes 8. Waste breakdown is fully in accordance with SPS (see guide)

5 - SPS Expert
8. Manufacturing times data bases are under control and continuously updated at least once a year

5. > 80% of Standards (UT,DT) are updated with the operating tasks.

?

Focus on:
Manufacturing time definitions are understood and implemented.

?

Key points:
? ? ? Correct understanding of manufacturing time (UT, DT) and indicator (KD, KE,KS) Proper use of manufacturing time (UT, DT) and indicator (KD, KE,KS) The manufacturing time is updated.

?

KPI’s:
? IE / KD / KE / KS

Audit in office
FLV&IC SPS Deployment Dept. SPS Assessment training

page 43

Product / Process Eng. – Process Architecture/Lean design
4a - Lean Design / Mfg Time Definition (Manual / Semi Auto Assy) - P16
? 1 – SPS Notion
1. Manufacturing times are identified & documented

?

Manufacturing times (maybe not by MTM) are identified and documented

2. Useful Time (UT) is clearly documented (Value added).

?

Process is analyzed to clearly identify the UT Check the documents to found if UT is correctly defined.

?
?

2 – SPS Basic
3. Manufacturing standard times (UT,DT,KD, KE, KS) are clearly identified & documented according to the SPS.

?

Process is analyzed to clearly define the UT, DT Check the document to find if UT, DT defined and if KD, KE, KS are properly tracked.

?

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 44

Product / Process Eng. – Process Architecture/Lean design
4a - Lean Design / Mfg Time Definition (Manual / Semi Auto Assy) - P16
? 3 – SPS Standard
4. Standards (UT,DT) are timed using a stopwatch or MTM. (KE should not exceed 1)

?

UT, DT is correctly calculated by stopwatch or by MTM software.

? ?

By stopwatch: empirically, usually used in the case where references need to be established quickly; By MTM software: The standard time is given by certificated people.

?

Check the manufacturing time for several benches, to found out if:

? ?
?

If the manufacturing time is given by MTM methods, the way of calculation is correct. If the manufacturing time is given by stopwatch, the way of measuring is correct.

5. > 80% of Standards (UT,DT) are updated with the operating tasks. > 80% UT,DT are updated when changes happen Check the manufacturing modification process to found out if the time standard is updated on time;

?

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 45

Product / Process Eng. – Process Architecture/Lean design
4a - Lean Design / Mfg Time Definition (Manual / Semi Auto Assy) - P16
? 4 – SPS Advanced
6. For current pre-engineered processes, the Useful Times and Design Times are predetermined using MTM methodology.

?
? ?

UT is predetermined by MTM method to evaluate the new process design.

7. Video Analysis / Stop Watch are used to determine the UT & DT on the current ETO processes This point is only applicable in ETO(Engineering to order) process In the ETO process, the UT & DT are got through video or stop watch.

8. Waste breakdown is fully in accordance with SPS

?
?

Check the IE report to found if the waste(red time) is properly broken down.

5 – SPS Expert
9. Manufacturing times data bases are under control and continuously up-dated at least once a year

?

Check the UT, DT for several years to found out if:

? ? ?

The planning of updating the manufacturing time; The manufacturing time is updated each year; The updating process is formalized.

?

Check if the TSR and OTR are updated every year.
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 46

Product / Process Eng. – Process Architecture/Lean design
4a' - Manufacturing Time definition (Automated Assy) - P16
1 - SPS Notion
1. Manufacturing times are identified & documented. 2. Useful Time (UT) is measured based on the “instant machine rate”, in other words, the rate the machine runs with no “red” time.

2- SPS Basic
3. OEE / NEE is calculated according to the SPS standard

3- SPS Standard
4. NEE is tracked according to the SPS standard 5. SUR ( Staff Utilization Rate) is tracked according to the SPS standard 6. UT is based on theoretical rate : UT is defined for each product (or tooling)

4 - SPS Advanced
6. Video Analysis / Stop Watch are used to define time of different standard tasks - Change Over - Maintenance Set up7. Rate deviation is verified periodically (at least once a month) and is under control.

5 - SPS Expert
8. Manufacturing time databases are under control and updated at least once per year. 9. Rate deviation is verified periodically (at least once a week) and there is little or no deviation.

?

Focus on:
Manufacturing time definitions are understood and implemented

?

Key points:
? ? ? Correct understanding of UT, NEE, OEE, SUR Proper use of UT, NEE, OEE,SUR The measuring time is periodically updated

?

KPI’s:
? NEE / OEE / SUR

Audit in office
FLV&IC SPS Deployment Dept. SPS Assessment training

page 47

Product / Process Eng. – Process Architecture/Lean design
4a' - Manufacturing Time definition (Automated Assy) - P16
? 1 – SPS Notion
1. Manufacturing times are identified & documented

?

Manufacturing times (maybe not by standard method) are identified and documented

2. Useful Time (UT) is measured based on the “instant machine rate”, in other words, the rate the machine runs with no “red” time.

?

The UT is empirically measured based on the “instant machine rate”, that means, the “green time” “red time” analysis is not done

?

2 – SPS Basic
3. OEE / NEE is calculated according to the SPS standard

?
?

Check the calculation formula to find if OEE NEE is probably defined.

3 – SPS Standard
4. NEE is tracked according to the SPS standard

?

Check the historic record

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 48

Product / Process Eng. – Process Architecture/Lean design
4a' - Manufacturing Time definition (Automated Assy) - P16
? 3 – SPS Standard (continued)
5. SUR ( Staff Utilization Rate) is tracked according to the SPS standard

? ?
? ?
?

Check if the calculation formula is correct; Check the historic record.

6. UT is based on theoretical rate : UT is defined for each product (or tooling) Each product(or tooling) has it own defined UT UT is measured based on the theoretical rate.

4 – SPS Advanced
7. Video Analysis / Stop Watch are used to define time of different standard tasks - Change Over - Maintenance - Set up-

? ? ? ?

The change over, maintenance and set up of the machine is standardized. Video and stop watch are used to define these standardized task.

8. Rate deviation is verified periodically (at least once a month) and is under control. Rate deviation is documented. Rate deviation is verified at least once a month. Check the historic rate deviation verification record.
SPS Assessment training

?

FLV&IC SPS Deployment Dept.

page 49

Product / Process Eng. – Process Architecture/Lean design
4a' - Manufacturing Time definition (Automated Assy) - P16
? 5 – SPS Expert
9. Manufacturing time databases are under control and updated at least once per year.

? ?
? ?

Check if UT are updated at least once per year Check if NEE,OEE, SUR are tracked

10. Rate deviation is verified periodically (at least once a week) and there is little or no deviation. Rate deviation is verified at least once a week. Deviation is near to zero

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 50

Product / Process Eng. – Process Architecture/Lean design
4b - Process Design / Lean Concept - P4, P16, P28
1 - SPS Notion
1. Concept of Line/cell flexibility & elasticity accepted 2. Awareness on Takt time & line balance analysis (LADM : Line Architecture Design Methodology)

2- SPS Basic
3. Work stations are designed to allow workers to operate several stations 4. LADM (Line Architecture Design Methodology) is partially implemented

3- SPS Standard
5. LADM (Line Architecture Design Methodology) is implemented on all new process designs and re-designs. 6. All operators work inside the U or on the same side of the L or I (for ETO processes the operator should be able to move around the product)

4 - SPS Advanced
7. Line layout is optimized (distance between stations, MPH, operator reach , parts layout) 8. Process/Line is designed to allow step by step investment 9. Equipment and work cells are mobile and can be easily modified or re-located.

5 - SPS Expert
10. LADM is fully optimized and implemented for all processes 11. Plant infrastructure supports a flexible manufacturing layout.

?

Focus on:
Line / Workstations Architecture

?

Key points:
? ? LADM implementation Flexibility line design

Audit in office and workshop
FLV&IC SPS Deployment Dept. SPS Assessment training

page 51

Product / Process Eng. – Process Architecture/Lean design
4b - Process Design / Lean Concept - P4, P16, P28
? 1 – SPS Notion
1. Concept of Line/cell flexibility & elasticity accepted

? ?
?

Delegated people has received the training about the line/cell flexibility & elasticity concept.

2. Awareness on Takt time & line balance analysis (LADM : Line Architecture Design Methodology) Delegated people has the knowledge of takt time and line balance analysis

2 – SPS Basic
3. Work stations are designed to allow workers to operate several stations

? ? ?
?

The work stations are in U, L or I shape facilitate the operators to move inside the work stations The operators could move in side the U cell without blocks.

4. LADM (Line Architecture Design Methodology) is partially implemented Several production lines are build up with the LADM methodology

3 – SPS Standard
5. LADM (Line Architecture Design Methodology) is implemented on all new process designs and re-designs.

?

LADM methodology is applied in new process design or re-design.

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 52

Product / Process Eng. – Process Architecture/Lean design
4b - Process Design / Lean Concept - P4, P16, P28
? 3 – SPS Standard (continued)
6. All operators work inside the U or on the same side of the L or I (for ETO processes the operator should be able to move around the product)

? ?
?

If the work stations is U shape, check if the operators work inside the U cell; If the work stations is L or I shape, check if the operators work on the same side.

4 – SPS Advanced
7. Line layout is optimized (distance between stations, MPH, operator reach , parts layout)

?

Layout is optimised in the following area:

? ?

Distance between stations is suitable for the operator’s loading and unloading Qty/container and KB qty is calculated according to the feeding frequency. RM is placed in the ergonomics zone Parts is well layout to for the operators to reach a high efficiency

?
? ?

8. Process/Line is designed to allow step by step investment During the design process, the small change to increase the capacity (such as adding a bench) should be considered Check the design documents
SPS Assessment training

?

FLV&IC SPS Deployment Dept.

page 53

Product / Process Eng. – Process Architecture/Lean design
4b - Process Design / Lean Concept - P4, P16, P28
? 4 – SPS Advanced(continuous)
9. Equipment and work cells are mobile and can be easily modified or re-located.

?

Equipment or work cell are mobile

? ?

Wheels below the bench Quick disconnection of pressed air, cooling water etc.

?
?

Check in the bench to see if the work cell are easy to be moved

5 – SPS Expert
10. LADM is fully optimized and implemented for all processes

?
?

The Layout is fully implemented with the LADM methodology.

11. Plant infrastructure supports a flexible manufacturing layout. The production line could be easily moved from one place to another

? ?

Mobile production bench pressed air, electric, exhausting system, cooling system are well organized that equipment could easily access them.

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 54

Product / Process Eng. – Process Architecture/Lean design
4d - Late Differentiation / Adaptation - P25
1 - SPS Notion
1. A differentiation tree analysis has been performed on the product. ETO: Opportunities for component standardization are performed on the product.

2- SPS Basic
2. Analysis of the differentiation tree is used to determine assembly sequence and/or internal supply chain opportunities 3. Analysis of the design to identify opportunities to standardize and reduce the number of references has started.

3- SPS Standard
4. Assembly sequence and/or internal supply chain changes have started or implemented 5. Quick changes in product design for complexity reduction or late differentiation are identified.

4 - SPS Advanced
6. Changes recommended by the plant on existing designs are started through Product Evolution Process 7. Assembly sequence and/or internal supply chain changes are fully implemented.

5 - SPS Expert
8. Plant and Product Engineering are fully engaged in the PEP & OCP process and drive late differentiation in product design

?

Focus on:
Process design / Mix Model organization

?

Key points:
? Product and process are designed to
? ? reduce lead time minimize stocks of parts or sub-assembly

?

Manufacturing plant is proactive in Product/process design changes (late product/process differentiation and component standardization)
? ? Change proposal for current products Process design involving for new products

? ?

Manufacturing plant is involved in process design Industrial architecture of the product shows the different steps of components and sub-assemblies all along the process flow

Audit in office
FLV&IC SPS Deployment Dept. SPS Assessment training

page 55

Product / Process Eng. – Process Architecture/Lean design
4d - Late Differentiation / Adaptation - P25
? 1 – SPS Notion
1. A differentiation tree analysis has been performed on the product. ETO: Opportunities for component standardization are performed on the product.

? ?
?

Check if the product differentiation tree analysis has been done Check in the ETO product, has it already used standardized components?

2 – SPS Basic
2. Analysis of the differentiation tree is used to determine assembly sequence and/or internal supply chain opportunities)

?

Differentiation tree is used to define the assembly sequence and in internal supply chain opportunity.

3. Analysis of the design to identify opportunities to standardize and reduce the number of references has started.

?
?

Check the design document if reduction of the number of references has started or not.

3 – SPS Standard
4. Assembly sequence and/or internal supply chain changes have started or implemented

?

Check the current assembly sequence and/or internal supply chain to found if the optimization plan is underway or finished.

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 56

Product / Process Eng. – Process Architecture/Lean design
4d - Late Differentiation / Adaptation - P25
? 3 – SPS Standard (continued)
5. Quick changes in product design for complexity reduction or late differentiation are identified.

?

Opportunity for improvement have been identified

? ?

Component standardization Design to allow late differentiation

?
?

Check the documents

4 – SPS Advanced
6. Changes recommended by the plant on existing designs are started through Product Evolution Process

? ?

The product evolution process for the existing product has started; The recommended changes based on the product evolution process has started.

7. Assembly sequence and/or internal supply chain changes are fully implemented.

?
?

Check the assembly sequence and/or internal supply chain, to found if they are as defined in point 4

5 – SPS Expert
8. Plant and Product Engineering are fully engaged in the PEP & OCP process and drive late differentiation in product Design

?

The OCP process is in process for the new product product; The PEP process is in process for the existing product
SPS Assessment training

?

FLV&IC SPS Deployment Dept.

page 57

Product / Process Eng. - Safety, Health & Environment / BAT
5ab - Ergonomics - P12
1 - SPS Notion
1. Methods Engineers know of SPS ergonomics Directives 2. Layout defined according to the basic ergonomics directives

2- SPS Basic
3. Methods engineers are trained in Schneider ergonomics directives and rules applied 4. Load on material handling never exceeds the Schneider directives. (See the Ergonomics Handbook)

3- SPS Standard
5. Ergonomics conditions are diagnosed for workstation design (and modifications) by ergonomics application expert 6. All employees have received training in ergonomics appropriate to their job

4 - SPS Advanced
7. Ergonomics working conditions are part of the learning cycle (historical data is tracked) 8. Ergonomics working conditions action plans are conducted accordingly

5 - SPS Expert
9. Ergonomics & working conditions are part of SIM and in continuous improvement 10. Warm up exercises (appropriate for the employees work) are conducted prior to the beginning of each shift and at least one time during the shift.

?

Focus on:
Employee comfort and safety have been considered in the Workstation design / Working zone

?

Key points:
? ? =S= Ergonomics standards (handbook/Intranet) are known and understood Ergonomics Leader is identified in the plant
? ? ? ? ? Operator working conditions assembly Handling Carrying loads: how much weight? Exerted forces: is excess force required for the operator to complete their task?

? ?

Operator satisfaction Interview operator about their working conditions

Audit in the whole plant
FLV&IC SPS Deployment Dept. SPS Assessment training

page 58

Product / Process Eng. - Safety, Health & Environment / BAT
5ab - Ergonomics - P12
? 1 – SPS Notion
1. Methods Engineers know of SPS ergonomics Directives

? ? ?

Method engineers have some knowledge about SPS ergonomics directives Ask some methods engineers about some basic knowledge of ergonomics

2. Layout defined according to the basic ergonomics directives Some basic ergonomics directives are already followed in the lay out design, such as height of the bench, component in the ergonomics zone, etc

?

2 – SPS Basic
3. Methods engineers are trained in Schneider ergonomics directives and rules applied

?

Methods engineers have already received the formal ergonomics training. Check the training record.

?
?

4. Load on material handling never exceeds the Schneider directives. (See the Ergonomics Handbook) For some of the job with many material handling work (water spider, warehouseman etc), the load should not exceed Schneider directive, Observe the heavy material handler,

?

? ?

Their posture of handling is correct The weight of material and frequency of handling or check the analysis documents.
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 59

Product / Process Eng. - Safety, Health & Environment / BAT
5ab - Ergonomics - P12
? 3 – SPS Standard
5. Ergonomics conditions are diagnosed for workstation design (and modifications) by ergonomics application expert

?

Ergonomics conditions diagnosed are done or lead by ergonomics application expert. Check the diagnose report

?
? ?
?

6. All employees have received training in ergonomics appropriate to their job. All the employees have received the basic ergonomics training. Ask the employees(engineers, operators, other staff…) to see if he/she knows the ergonomics appropriate to their job.

4 – SPS Advanced
7. Ergonomics working conditions are part of the learning cycle (historical data is tracked)

? ?

There is a knowledge base of best practice of ergonomics design Same ergonomics problems will not appear in the new design Check the knowledge base of best practice of ergonomics design

? ? ?

8. Ergonomics working conditions action plans are conducted accordingly .. Check if there are action plans for ergonomics working conditions Check if the actions are carried out as what defined in the diagnose report.

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 60

Product / Process Eng. - Safety, Health & Environment / BAT
5ab - Ergonomics - P12
? 5 – SPS Expert
9. Ergonomics & working conditions are part of SIM and in continuous improvement

?

Ergonomics & working conditions are regularly review in daily SIM meeting.

10. Warm up exercises (appropriate for the employees work) are conducted prior to the beginning of each shift and at least one time during the shift.

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 61

Product / Process Eng. - Safety, Health & Environment / BAT
5c - Environment / BAT - P17
1 - SPS Notion 2- SPS Basic 3- SPS Standard
7. Implementation of an Environmental Management System (EMS). 8. Action plan in progress to cancel non BAT Processes (ie: tampoprint) >20% . 9. An energy saving action plan exists to reduce plant energy costs. 10. EMS is ISO 14000 certified

4 - SPS Advanced
11. Action plan in progress to cancel at least 50% of the non BAT Processes 12. The energy action plan is yielding positive results and identifiable savings.

5 - SPS Expert
13. Continuous Improvement on environmental KPI's 14. Action plan in progress to cancel at least 80% of the non BAT Processes (tampography …)

1. Awareness of SE Environmental Policy. 4. Environmental Manager designated 2. Awareness of BAT Principles (Best Available Techniques for Environment). 3. Plant energy costs are tracked, and savings are identified. 5. Environmental & BAT analysis have been done: main problems are known 6. Plant energy costs are tracked, and the 3 largest contributors to energy cost are known.

?

Focus on:
Environment policy and BAT directive implementation

?

Key points:
? ? ? ? Environmental Policy is known BAT directive is known Environment expert is identified in the plant Environment action plans
? ? ? Energy saving Waste treatment Certifications ROHS program Process with solvent (tampo-print , painting, surface treatment …)

?

BAT action plans
? ?

?

KPI’s:
? ? ISO 14000 certification Energy consumption follow up

Audit in the whole plant
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 62

Product / Process Eng. - Safety, Health & Environment / BAT
5c - Environment / BAT - P17
? 1 – SPS Notion
1. Awareness of SE Environmental Policy

?

Staff has the basic knowledge about SE environmental policy

2. Awareness of BAT Principles (Best Available Techniques for Environment).

?
?

Staff has the basic knowledge of BAT principles

3. Plant energy costs are tracked, and savings are identified. The saving target of plant energy cost is defined Check the historic record of plant energy cost,

?
?

2 – SPS Basic
4. Environmental Manager designated

?

Environmental Manager is already on board.

5. Environmental & BAT analysis have been done: main problems are known

?
? ?

Check the environmental & BAT analysis result

6. Plant energy costs are tracked, and the 3 largest contributors to energy cost are known. The plant energy costs are recorded; The plant energy costs are broken down according to their contributors, Check the plant energy cost broken down documents,
SPS Assessment training

?

FLV&IC SPS Deployment Dept.

page 63

Product / Process Eng. - Safety, Health & Environment / BAT
5c - Environment / BAT - P17
? 3 – SPS Standard
7. Implementation of an Environmental Management System (EMS).

?

There is already an environmental management system in the plant.

8. Action plan in progress to cancel non BAT Processes (ie: tampoprint) >20% .

? ? ?
?

Check the action plans link to point 5 to find If the action plans are in progress

9. An energy saving action plan exists to reduce plant energy costs. Check the energy saving action plan link to point 6

10. EMS is ISO 14000 certified Check the ISO 14000 certification

4 – SPS Advanced
11. Action plan in progress to cancel at least 50% of the non BAT Processes

? ?

Check with point 8

12. The energy action plan is yielding positive results and identifiable savings Check the energy saving report if there are already great energy saving

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 64

Product / Process Eng. - Safety, Health & Environment / BAT
5c - Environment / BAT - P17
? 5 – SPS Expert
13. Continuous Improvement on environmental KPI's

? ?

Check the energy saving trend if it’s in continuous improvement process

14. Action plan in progress to cancel at least 80% of the non BAT Processes (tampography …) Check with point 8

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 65

Product / Process Eng. - Safety, Health & Environment / BAT
5d - Safety - P13, P17
1 - SPS Notion
1. Standard KPI's (lost days.) are tracked and posted. 2. Safety protection is provided to operators. 3. Employees, new hires (including temporary employees) are trained :global plant training.

2- SPS Basic
4. The facility has a dedicated safety manager and each manager is in charge of safety in his sector 5. There is an evacuation plan that is posted in each work area & practiced at least once per year.

3- SPS Standard
7. The safety committee meets (minimum 4X/year) to set and track the company safety action plans 8. Safety goals are defined and posted: eg: Incident Rates, Safety Training Hours per employee 9. Each work station design complies with safety rules

4 - SPS Advanced

5 - SPS Expert

10. The Safety Committee meets monthly and regular audits are conducted monthly - 14. Safety results (trends) are in continuous improvement action plan are led by each manager. 11. The global results meet or exceed the targets 12. Safety goals are defined for/by each manager and are part of their annual performance plan. 13. Plant is certified in Health & Safety mana -gement system (ILO-2001or OHSAS18001) 15. Results are bench marked against other plants and companies and are in the "best in class" range

6. Safety policies and procedures are defined in accordance with a risk analysis, and respected.

? ?

Focus on:
Safety culture: everyone talks and lives safety

Key points:
? Priorities of Schneider-Electric
? ? ? 1- Safety 2- Quality 3- Service Level

?

4- Efficiency

? ? ?

Each Manager must be in charge of Safety in his/her sector Safety must be managed in SIM (KPI) Accident Reporting and investigations
? ? Safety and Health Assessment Action plan - Preventive - Reactive

?

Records keeping

?

KPI’s:
? Number of working days lost through accidents

Audit in the whole plant
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 66

Product / Process Eng. - Safety, Health & Environment / BAT
5d - Safety - P13, P17
? 1 – SPS Notion
1. Standard KPI's (lost days.) are tracked and posted.

? ?

Check: is the safety KPIs posted?

2. Safety protection is provided to operators. Observe in the plant to check

? ? ? ? ?
?

If warehouse man has safety shoes? Is there waste gas exhausting system? Or do they have respirator if necessary? If in laud noise area, do the operators have the ear protection? Some other necessary protection?

3. Employees, new hires (including temporary employees) are trained :global plant training. Check the training record.

2 – SPS Basic
4. The facility has a dedicated safety manager and each manager is in charge of safety in his sector

? ?

Safety manager is on board Each manager is responsible for the safety issue in his/her sector

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 67

Product / Process Eng. - Safety, Health & Environment / BAT
5d - Safety - P13, P17
? 2 – SPS Basic (Continued)
5. There is an evacuation plan that is posted in each work area & practiced at least once per year.

? ?
? ? ?
?

Check in each working area: if there is evacuation plan. Check historic record of evacuation practice

6. Safety policies and procedures are defined in accordance with a risk analysis, and respected. Risk analysis is done in the whole plant; Safety policies and procedures are defined with the analysis result; Once the policies and procedures are defined, they are strictly respected.

3 – SPS Standard
7. The safety committee meets (minimum 4X/year) to set and track the company safety action plans

?

The safety committee is organized Check the historic meeting minutes of safety committee meeting.

?
?

8. Safety goals are defined and posted: eg: Incident Rates, Safety Training Hours per employee Incident rate is incident number occurred. Observe if the safety goals defined are posted in the public area.

?
?

9. Each work station design complies with safety rules. The work station design should follow the safety rules. of the workstations if there are safety issues.
SPS Assessment training

Check FLV&IC SPS Deployment Dept. some

?

page 68

Product / Process Eng. - Safety, Health & Environment / BAT
5d - Safety - P13, P17
? 4 – SPS Advanced
10. The Safety Committee meets monthly and regular audits are conducted monthly - action plan are led by each manager

? ?
?

Check the historic meeting minutes of safety committee meeting. Check if the action plans are followed in the safety committee meeting and are led by the each manager

11. The global results meet or exceed the targets Global result includes the KPIs and action plans.

12. Safety goals are defined for/by each manager and are part of their annual performance plan.

? ?

Each manager has the safety goal for his/her department This safety goal is one part of his/her performance Check several managers’ historic annual performance plan to find if it contents the safety goal.

? ?
?

13. Plant is certified in Health & Safety management system (ILO-2001or OHSAS18001) Check if the plant has the certification of ILO-2001 or OHSAS18001

5 – SPS Expert
14. Safety results (trends) are in continuous improvement

?

Check the safety KPI trend.

15. Results are bench marked against other plants and companies and are in the "best in class" range
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 69

Product / Process Eng.- Material Providing & Handling
6a - Receiving / Warehouse Architecture- P19, P20
1 - SPS Notion
1. There is an awareness of MPH Concepts : Warehouse MPH hours are known or diagnosis of MPH in the warehouse has been completed

2- SPS Basic
2. MPH methodologies are partially implemented in the warehouse: a) Material in receiving < 3 days b) Containers for frequent moving references are suited to the workstation: if necessary, the warehouse re-packs parts c) Lean architecture at level 2 (see guide)

3- SPS Standard
3. MPH methodologies are implemented in the warehouse: a) Material in receiving < 1 days b) >80% Frequent moving references are received suited to the workstation without repacking c) Lean architecture at level 3 (see guide) 4. Key performance indicators for warehouse are discussed in Warehouse SIM

4 - SPS Advanced
5. MPH methodologies are implemented in the warehouse: a) Material in receiving < 1/2 day b) >80% Frequent and medium moving references are received suited to the workstation c) Lean architect. at level 4 (see guide) 6. Warehouse indicators shows a continuous improvement > 6 months.

5 - SPS Expert
7. MPH methodologies are optimized in the warehouse: a) Re-turnable containers are used for frequent moving references b) Lean architecture at level 5 (see guide) 8. Warehouse performance to key indicators exceeds objectives.

?

Focus on:
Receiving and warehouse processes / Warehouse architecture

?

Key points:
? Awareness of lean warehouse
? Eliminate 7 waste in WH: Inventory, waiting, transportation,processing, motion & handling, non quality, surface.

?

Warehouse “Lean Architecture”
? ? Level 1: standard architecture – warehouse hours known (receiving, repacking, put away, replenishment…) Level 2: FMR Classification (size, weight…) lead the organization, fix address picking for frequent components

?
?

Level 3: Floor picking done directly by water spider, aisle layout by product line
Level 4: No conflict between put-away or replenishment and picking (different aisles or conflict management …) excess above picking place and minimized, visual management between waterspider and warehousemen, optimization of routes (lay-out)

?

Level 5: optimization of tools and visual management ( barcodes, minimizing data keyboarding), low excess minimization (cancellation), floor storage (high volumes).

Audit in warehouse
FLV&IC SPS Deployment Dept. SPS Assessment training

page 70

Product / Process Eng.- Material Providing & Handling
6a - Receiving / Warehouse Architecture- P19, P20
? 1 - SPS Notion
1. There is an awareness of MPH Concepts : Warehouse MPH hours are known or diagnosis of MPH in the warehouse has been completed.

?

Know the concept of lean warehouse. The lean architecture at level 1 is completed. MPH hours & diagnosis of MPH

?
?

2 - SPS Basic
2. MPH methodologies are partially implemented in the warehouse: a) Material in receiving < 3 days b) Containers for frequent moving references are suited to the workstation: if necessary, the warehouse re-packs parts c) Lean architecture at level 2 (see guide)

?

a) Time used for material available < 3 days b) The percentage of re-packing containers of frequent moving references c) FMR Classification (size, weight…) is used for the organization of WH, fix address picking is used for frequent

components.

?

Percentage of re-packing containers & Calculation of FMR classification & total qty of frequent moving references.
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 71

Product / Process Eng.- Material Providing & Handling
6a - Receiving / Warehouse Architecture- P19, P20
? 3 - SPS Standard
3. MPH methodologies are implemented in the warehouse: a) Material in receiving < 1 days b) >80% Frequent moving references are received suited to the workstation without repacking c) Lean architecture at level 3 (see guide)

?

c) Water spider does the picking directly, the aisle layout is defined by product line. b) Check with point 3.

? ?
?

4. Key performance indicators for warehouse are discussed in Warehouse SIM Key performance: MPH hours, safety, 5S, waterspider service level…

4 - SPS Advanced
5. MPH methodologies are implemented in the warehouse: a) Material in receiving < 1/2 day b) >80% Frequent and medium moving references are received suited to the workstation c) Lean architect. at level 4 (see guide)

?

c) No conflict between put-away or replenishment; Minimize the excess above picking place; visual management between waterspider and warehousemen; optimization of waterspider’s route. b) Total qty of frequent and medium moving references.

?

6. Warehouse indicators shows a continuous improvement > 6 months.
FLV&IC SPS Deployment Dept. SPS Assessment training

page 72

Product / Process Eng.- Material Providing & Handling
6a - Receiving / Warehouse Architecture- P19, P20
? 5- SPS Expert
7. MPH methodologies are optimized in the warehouse: a) Re-turnable containers are used for frequent moving references b) Lean architecture at level 5 (see guide)

?

b) Optimize tools and visual management ( barcodes, minimizing data keyboarding), The excess above picking place can be cancelled; Floor storage is implemented for the materials of high volumes. b) The percentage of re-turnable containers.
Little train frequency:30 mn Storage Area ( 1 level ) Cart for scraps Inspection area use returnable containers Receiving

?

Dock

Dedicate employee for material handling

empty Pallet

use same containers between suppliers and work stations

FO

Running time per lane: 60 mn Containers according to the takt time

Shipment

FI

Finished Goods

2 containers per lane Cell finished goods Pallet (P06) Return of empty containers

Feeding System : simple, visual, reliable Flow synchronization

BAT: scraps evacuation

8. Warehouse performance to key indicators exceeds objectives.
FLV&IC SPS Deployment Dept. SPS Assessment training

page 73

Product / Process Eng.- Material Providing & Handling
6b - Material providing & Handling - Internal - P19, P20
1 - SPS Notion
1. There is an awareness of MPH Concepts : Warehouse MPH hours are known or diagnosis of MPH in the warehouse has been completed

2- SPS Basic
2. Workstation replenishment process is defined and followed. 3. >50% of the components are placed on the workstations (reaching distance < 80cm) 4. Replenishment frequency is defined but not adjusted to the flow : 2 to 4 hours.

3- SPS Standard
5. >80% of the components are placed on the workstations (reaching distance < 80cm) 6. Replenishment is defined but not optimized : 1 to 2 hours. . 7. Replenishment is under control. (nbr. box / frequency to come by) : MPH KPI’s and SIM management (SiIM warehouse / production)

4 - SPS Advanced
8. Replenishment is defined and optimized: <1hr or ≤ 1 pitch if pitch time > 1hr). 9. KPIs for the MPH process are defined (Ks..) KPI’s show continuous improvement: trend for a period > 6 months. 10. Container sizes are optimized and adjusted to the replenishment frequency

5 - SPS Expert
11. Replenishment is defined and optimized: <=1/2 hr or ≤ 1 pitch if pitch time > ? hr). 12. MPH performance indicators show results exceeding the objectives. 13. Container sizes are highly optimized ( > 80% of the components).

? ?

Focus on:
Line replenishment process.

Key points:
? MPH process
? ? ? Replenish & evacuate workstations without interrupt the operation Optimize the packaging Organize the logistic flow Optimization of DVC Hours Optimization of replenishment Frequency: Goal 30 min Delivery on time

?

Mastering MPH Process
? ? ?

?

Process for calling up parts: Kanban & picking list

?

KPI’s:
? ? MPH hours: % DVC Hours Waterspider service level

Audit in warehouse
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 74

Product / Process Eng.- Material Providing & Handling
6b - Material providing & Handling - Internal - P19, P20
? 1 - SPS Notion
1. There is an awareness of MPH Concepts : Warehouse MPH hours are known or diagnosis of MPH in the warehouse has been completed.

?

The definition of MPH hours are well known and the breakdown of MPH hours are available. Record the breakdown of MPH hours.

?
?

2 - SPS Basic
2. Workstation replenishment process is defined and followed.

?

The process of workstation replenishment & check with waterspider..

3. >50% of the components are placed on the workstations (reaching distance < 80cm).

?
?

Percentage of the materials whose replenishment use Kanban.

4. Replenishment frequency is defined but not adjusted to the flow : 2 to 4 hours. Frequency of replenishment by waterspider.

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 75

Product / Process Eng.- Material Providing & Handling
6b - Material providing & Handling - Internal - P19, P20
? 3 - SPS Standard
5. >80% of the components are placed on the workstations (reaching distance < 80cm)

? ?
?

Check with point 3.

6. Replenishment is defined but not optimized : 1 to 2 hours. Check with point 4.

7. Replenishment is under control. (nbr. box / frequency to come by) : MPH KPI’s and SIM management (SIM warehouse / production). KPI (ex: water spider service level, KS…) is measured and be discussed during the SIM meeting. MPH KPIs

?

Manufacturing flow

Suppliers

Receiving

Entry in the warehouse

Shipment

DVC personnel

Production flow

Inspection Consumption Re packing Drawing office for specific customer order

Making

Packaging Final inspection

Distribution Center

Programming & setting

WIP inspector

Operators on work-benches are DVC PV, all others are DVC NPV
FLV&IC SPS Deployment Dept. SPS Assessment training

page 76

Product / Process Eng.- Material Providing & Handling
6b - Material providing & Handling - Internal - P19, P20
? 4 - SPS Advanced
8. Replenishment is defined and optimized: <1hr or ≤ 1 pitch if pitch time > 1hr).

? ?
?

Check with point 4.

9. KPIs for the MPH process are defined (Ks..) KPI’s show continuous improvement: trend for a period > 6 months. Check with point 7.

10. Container sizes are optimized and adjusted to the replenishment frequency The size of the containers (included the material in the box) cohere with the replenishment frequency. Check one example in the line.

?
?

5 - SPS Expert
11. Replenishment is defined and optimized: <=1/2 hr or ≤ 1 pitch if pitch time > ? hr).

?
?

Check with point 4.

12. MPH performance indicators show results exceeding the objectives There is the target of the MPH hours and the breakdown of MPH hours (picking, moving, line replenishment…). The KPI report of MPH process (KS, replenish frequency, water spider service level).

?

13. Container sizes are highly optimized ( > 80% of the components).

?

The finish rate of optimizing the container size in order to cohere with the replenishment frequency.
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 77

Product / Process Eng. - Material Providing and Handling
6c - Water Spider - P18, P21
1 - SPS Notion
1. Finished Goods and waste are evacuated by dedicated non-operator employees 2. Awareness of Water Spider and Little Train concepts are known and > 30% of components are delivered via this method.

2- SPS Basic
3. Water Spider is in charge of the replenishment of more than 80% of components

3- SPS Standard
5. More than 80% of replenishment and waste evacuation is done by the water spider 6. More than 30% of finish product evacuation is done by the water spider

4 - SPS Advanced
7. More than 80% of replenishment, finish products and waste evacuation is done by the water spider

5 - SPS Expert
9. Little train is utilized according to MPH: > 80% 10. Little train method optimized (frequency, route) See KPI’s

4. More than 50% of waste evacuation is done by the Water spider.

8. Little train is utilized according to MPH > 50% of material

? ?

Focus on:
Water spider concept / Little train concept

Key points:
? Water spider Concept
? ? ? ? ? ? Back front Replenishment of workstations Small Boxes Fix and short frequency Evacuate in the same time Waste (all the waste) Finished products (sub-assemblies) Optimize replenishment workload Elasticity by adding trolleys Group replenishment and finish goods evacuation Same route and same train with the same frequency

?

Little Train Concept
? ? ? ?

?

KPI’s:
? ? Nb. Of lines delivered / tour, H Waterspider Service level

Audit in the work shop & warehouse
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 78

Product / Process Eng. - Material Providing and Handling
6c - Water Spider - P18, P21
? 1 – SPS Notion
1. Finished Goods and waste are evacuated by dedicated non-operator employees

?

The persons who evacuate the FG and waste should not be the operators. Observe the persons who evacuate the FG and waste.

?
? ?
?

2. Awareness of Water Spider and Little Train concepts are known and > 30% of components are delivered via this method. Ask the method engineer or the production supervisor about the water spider and little train concept Check if >30% of components are delivered via water spider and little train.

2 – SPS Basic
3. Water Spider is in charge of the replenishment of more than 80% of components

? ?

Check if >80% of components are replenishment by the water spider.

4. More than 50% of waste evacuation is done by the Water spider. Check if >50% of waste are evacuated by the water spider.

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 79

Product / Process Eng. - Material Providing and Handling
6c - Water Spider - P18, P21
? 3 – SPS Standard
5. More than 80% of replenishment and waste evacuation is done by the water spider

? ? ?
?

Check if >80% of components are replenishment by the water spider. Check if >80% of waste are evacuated by the water spider.

6. More than 30% of finish product evacuation is done by the water spider Check if >30% of FG are shipped from WS to WH by the water spider.

4 – SPS Advanced
7. More than 80% of replenishment, finish products and waste evacuation is done by the water spider

?
?

Check if >80% of FG are shipped from WS to WH by the water spider.

8. Little train is utilized according to MPH > 50% of material Little train concept is used in >50% of RM replenishment Check if the little train concept is properly understood and used Check if >50% of material is transported with little train concept.

? ?

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 80

Product / Process Eng. - Material Providing and Handling
6c - Water Spider - P18, P21
? 5 – SPS Expert
9. Little train is utilized according to MPH: > 80%

?
? ?

Check if >80% of MPH is conducted with little train.

10. Little train method optimized (frequency, route)See KPI’s The frequency of the water spider is optimized and well respected. The route of the water spider is optimized and well respected.

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 81

Product / Process Eng. - Process Reliability
7a - Poka-yoke
1 - SPS Notion
1. Awareness in Poka Yoke & Jidoka See guide

2- SPS Basic
2. Some examples of Jidoka and PokaYoke can be observed 3. Jidoka and Poka Yoke method is introduced to Lean Six Sigma teams

3- SPS Standard
4. Large utilization of Poka Yoke & Jidoka according to the analyze of customer issues and internal rejects 5. Poke Yoke & Jidoka efficiency is assess periodically (as testing equipment – minimum once a year)

4 - SPS Advanced
6. Large utilization of Poka Yoke & Jidoka according to the optimization of the process controls (in replacement of visual inspection) See process control plan

5 - SPS Expert
7. Poka Yoke & Jidoka method application is optimized: machine stoppage, limit switch, Poka Yoke instead of Jidoka … See guide 8. No more visual inspection in the process (for critical and major parameters)

? ?

Focus on:
POKA YOKE Attitude / Doing right the first time.

Key points:
? ? Understanding of the difference between visual control, Jidoka and poka-yoke? Current Poka Yoke or Jidokas (some examples)
? ? ? Are they Simple ? Are they Efficient? Are they validated frequently

?

Poka Yoke culture development
? ? ? Training plan 6 Sigma / Kaizen / New projects include Poka Yoke Evolution: from visual control to jidoka to poka yoke

?

KPI’s:
?
?

MDR - PRR
nb Poka Yoke and % PY / Total checking points

Audit in workshop
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 82

Product / Process Eng. - Process Reliability
7a - Poka-yoke
? 1 – SPS Notion
1. Awareness in Poka Yoke & Jidoka (See guide).

?
?

Understanding of the difference between visual control, Jidoka and poka-yoke?

2 – SPS Basic
2. Some examples of Jidoka and Poka-Yoke can be observed

?
?

Observe in workshop to see examples

3. Jidoka and Poka Yoke method is introduced to Lean Six Sigma teams Lean Six Sigma team received the basic training of Jidoka and Poka Yoke Check with the team members

?
?

3 – SPS Standard
4. Large utilization of Poka Yoke & Jidoka according to the analyze of customer issues and internal rejects

? ? ?

Customer issues and internal rejects analysis have been done Poka yoke & Jidoka are widely applied to reduce the customer issues and internal rejects

5. Poke Yoke & Jidoka efficiency is assess periodically (as testing equipment – minimum once a year) Poka yoke & Jidoka are validated at least once a year Check the validation record
SPS Assessment training

?

FLV&IC SPS Deployment Dept.

page 83

Product / Process Eng. - Process Reliability
7a - Poka-yoke
? 4 – SPS Advanced
6. Large utilization of Poka Yoke & Jidoka according to the optimization of the process controls (in replacement of visual inspection) See process control plan

?

Poka yoke & Jidoka are widely applied to replace visual inspection Check the process quality control plan to see the number of visual inspection are replaced.

?
?

5 – SPS Expert
7. Poka Yoke & Jidoka method application is optimized: machine stoppage, limit switch, Poka Yoke instead of Jidoka …

See guide

8. No more visual inspection in the process (for critical and major parameters)

?

All visual inspections for critical parameters of product are replaced by Poka Yoke or Jidoka

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 84

Product / Process Eng. - Process Reliability
7b - Change Over Time Minimization - P27
1 - SPS Notion
1. Changeover times are documented for all applicable equipment and work cells

2- SPS Basic
2. Action plans to reduce the change over time are deployed: working committee – SMED training 3. Current change over times are tracked daily by operators Check the measurement method – see guide

3- SPS Standard
4. Change over reduction objectives are defined, SMED actions are running or completed
5. Lot size are defined as to maximize the number of changeover, OEE utilization See guide

4 - SPS Advanced
6. The number of changeovers is reduced to match lot sizes <= 1 day demand for A category components

5 - SPS Expert
7. The number of changeovers is reduced to match lot sizes <= 1 day demand for all category components 8. Change over times are reduced Total < 10 pts OEE

?

Focus on:
Change Over Time

?

Key points:
? ? Measure of Change Over Time SMED implementation

?
?

Produce every day EXACT Costumer demand
Reduce change Over Time and Lot Size (WIP)

?

KPI’s:
? Change Over Time

Audit in workshop
FLV&IC SPS Deployment Dept. SPS Assessment training

page 85

Product / Process Eng. - Process Reliability
7b - Change Over Time Minimization - P27
? 1 – SPS Notion
1. Changeover time are documented for all applicable equipment and work cells

?
?

Changeover time are defined and documented for each machine / work cell

2 – SPS Basic
2. Action plans to reduce the change over time are deployed: working committee – SMED training

? ?

SMED training are conducted in the plant Action Plan for SMED implementation has been deployed

3. Current change over times are tracked daily by operators. Check the measurement method – see guide

?
?

Change over time are measured and tracked by operator.

3 – SPS Standard
4. Change over reduction objectives are defined, SMED actions are running or completed

? ? ? ?

Change over time reduction objectives are defined Some SMED projects are in progress

5. Lot size are defined as to maximize the number of changeover, OEE utilization – see guide Reduce Change over Time to realize maximum # of changeover Lot size are optimized
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 86

Product / Process Eng. - Process Reliability
7b - Change Over Time Minimization - P27
? 4 – SPS Advanced
6. The number of changeovers is reduced to match lot sizes <= 1 day demand for A category components

?

Lot sizes for A category are minimized <= 1 day demand Check the daily demand qty & order list at the scheduling point for A catagory

?
?

5 – SPS Expert
7. The number of changeovers is reduced to match lot sizes <= 1 day demand for all category components

?

Lot sizes for each reference are minimized <= 1 day demand Check the daily demand qty & order list at the scheduling point

?

8. Change over times are reduced. Total < 10 pts OEE

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 87

Product / Process Eng. - Process Reliability
7c - Lean Six Sigma (See / Do)- P22, P40
1 - SPS Notion
1. Lean awareness training and meeting are deployed in the plant 2. Six Sigma awareness training and meeting are deployed in the plant

2- SPS Basic
3. Lean diagnosis and action plans are deployed and tracked. . 4. 6 sigma diagnosis and action plans are deployed and tracked. 5. There is a general awareness on Kaizen & Lean-6 sigma

3- SPS Standard
6. Pilot kaizen events have been conducted. results are tracked 7. 6 sigma project are linked to quality improvement, objectives are defined and tracked (delivery & results). 8. Plant productivity is tracked and reported to corporate

4 - SPS Advanced

5 - SPS Expert

9. According to a global analysis (VSM) a 11. Lean & 6 sigma teams are working steering committee (including plant closely. manager) define the priorities, 12. Results exceed the objectives methods and appropriated tools. (Quality, Productivity) 10. Several 6 Sigma and Kaizen events 13. Continuous improvement philosophy are conducted within the year. 6 sigma results are challenged (average is established project duration < 6 months).

? ?

Focus on:
Lean & Six Sigma Implementation

Key points:
? Merge Six Sigma & Lean manufacturing (Kaizen)
?
? ? ?

Resources: are there experts in both lean and Kaizen?
Training: are employees from Plant Manager to operators trained at least in understanding lean and six sigma. Global Supply chain / Process Diagnosis Action Plan
The principles of Lean Manufacturing Methodology 6 Sigma

? ?

Improve speed & savings in current 6 sigma projects implementation Use the good tool adapted to the problem: TPM / SMED / Poka Yoke / Kaizen / 5S …
Stocks Product lead time

Variability

?

First goal of Kaizen Blitz is quality improvement

Non quality

Failures & Break downs

Audit in meeting room with lean and 6 sigma expert
FLV&IC SPS Deployment Dept. SPS Assessment training

page 88

Product / Process Eng. - Process Reliability
7c - Lean Six Sigma (See / Do)- P22, P40
? 1 – SPS Notion
1. Lean awareness training and meeting are deployed in the plant

? ?
?

Lean awareness training (lean game) deployed in the plant

2. Six Sigma awareness training and meeting are deployed in the plant Plant 6 sigma awareness training / meeting are held

2 – SPS Basic
3. Lean diagnosis and action plans are deployed and tracked

? ?
?

Check the lean diagnosis report & the implementation plan follow up file

4. 6 sigma diagnosis and action plans are deployed and tracked Check the 6 sigma diagnosis report & the action plan follow up file

5. There is a general awareness on Kaizen & Lean-6 sigma

3 – SPS Standard
6. Pilot kaizen events have been conducted. results are tracked

?
? ?

Check the Kaizen results report.

7. 6 sigma project are linked to quality improvement, objectives are defined and tracked (delivery & results) 6 sigma project objectives (linked to quality KPIs) are defined and tracked

8. Plant productivity is tracked and reported to corporate Monthly reports are sent to central team
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 89

Product / Process Eng. - Process Reliability
7c - Lean Six Sigma (See / Do)- P22, P40
? 4 – SPS Advanced
9. According to a global analysis (VSM) a steering committee (including plant manager) define the priorities, methods and appropriated tools

?

There is a steering committee to define the Kaizen or 6 sigma project according to global analysis (VSM)

10. Several 6 Sigma and Kaizen events are conducted within the year. 6 sigma results are challenged (average project duration < 6 months).

? ?
?

Check the number of 6 sigma and Kaizen project done in current year. Check the duration of each 6 sigma project

5 – SPS Expert
11. Lean & 6 sigma teams are working closely 12. Results exceed the objectives (Quality, Productivity)

?

Check the project results compared with the project objectives

13. Continuous improvement philosophy is established

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 90

Product / Process Eng. - Process Reliability
7d - Total Productive Maintenance - P22
1 - SPS Notion
1. Preventive Maintenance program running under one responsible. 2. Metrology / Calibration program in place with one individual responsible.

2- SPS Basic
3.Preventive mainten. completed on time > 90% 4. The management of critical spare parts is effective: (critical spare parts identified, and can be provided / attained in <1 day) 5. All test and measurement equipment are controlled according to a metrology procedure and 90% are calibrated

3- SPS Standard
6. Less than 50% of resources are consumed by "reactive" maintenance 7. Basic level of autonomous maintenance (cleaning, checking oilers, etc) is implemented by the operators

4 - SPS Advanced
9. MTBF and MTTR measured and tracked.

5 - SPS Expert
13. Predictive Maintenance implemented

8. Capabilities / gage R&R - of test means are recalibrated in case of modifications

10. Autonomous Maintenance by operators grows: (pms by operators as a % of all pms) 14. MTBF>= 4 h (total operating time / number of shutdowns) 11. Less than 30% of resources are consumed by "reactive" maintenance 15. MTTR < 10 min (total shutdown time 12. Internal, Interplant and external suppliers / number of shutdowns) demonstrate a knowledge of tool life cycles 16. Maintenance & Metrology resources and manage through an automated effectiveness continuously reviewed preventive maintenance program

? ?

Focus on:
Total Productive Maintenance Implementation

Key points:
? ? TPM is more than maintenance system implementation Maintenance Implementation
? ? ? Preventive Maintenance Reactive maintenance Predictive Maintenance KPI’s evolution: NEE / MTBF / MTTR Operators involved in TPM projects
POLICiES, OBJECTIVES, KEY INDICATORS,

TPM / Definition: 8 basic bricks

?

SELF MAINTENANCE OEE IMPROVEMENT FORMATION & ABILITIES

MAINTENANCE WORK PLANNING QUALITY IMPROVEMENT ADMINISTRATIVE IMPROVEMENT

PREVENTIVE MAINTENANCE

TPM management
? ?

TPM
ENVIRONMENT & SECURITY

?

KPI’s:
?
? ?

NEE / OEE
MTBF: Main Time Between Failure MTTR: Main Time To Repair

Audit in workshop & maintenance Dept
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 91

Product / Process Eng. - Process Reliability
7d - Total Productive Maintenance - P22
? 1 – SPS Notion
1. Preventive Maintenance program running under one responsible.

?
?
?

Dedicated person in charge of PM program

2. Metrology / Calibration program in place with one individual responsible Dedicated person in charge of the metrology / calibration program

2 – SPS Basic
3. Preventive maintenance completed on time > 90%

?

Check the PM completed on time rate compared with PM plan.

4. The management of critical spare parts is effective: (critical spare parts identified, and can be provided / attained in <1 day)

?

Critical spare parts are defined, and they could be provided by safety stock in plant or by local suppliers in < 1 day Check the spare parts list and stocks in maintenance Dept.

?

5. All test and measurement equipment are controlled according to a metrology procedure and 90% are calibrated

?

Check the validity labels on the test / measurement equipment & gauges in the workshop to see whether the date is exceed the time limit according to a metrology procedure

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 92

Product / Process Eng. - Process Reliability
7d - Total Productive Maintenance - P22
? 3 – SPS Standard
6. Less than 50% of resources are consumed by "reactive" maintenance

? ? ? ?
?

Roughly calculate the workload of preventive maintenance and reactive maintenance to get the percentage

7. Basic level of autonomous maintenance (cleaning, checking oilers, etc) is implemented by the operators
PM instructions are posted on the cell, and are respected by operators

8. Capabilities / gage R&R - of test means are recalibrated in case of modifications If there’s any modifications of test means, it should be re-calibrated The Cpk / gage R&R of related process should be re calculated

4 – SPS Advanced
9. MTBF and MTTR measured and tracked

? ? ?

MTBF and MTTR measured and tracked as KPIs in the plant

10. Autonomous Maintenance by operators grows: (PMs by operators as a % of all PMs) PMs done by operators divided by total PMs to get the percentage Compare the result with point 7 to see the growth

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 93

Product / Process Eng. - Process Reliability
7d - Total Productive Maintenance - P22
? 4 – SPS Advanced (continued)
11. Less than 30% of resources are consumed by "reactive" maintenance

?

Check with point 6

12. Internal, Interplant and external suppliers demonstrate a knowledge of tool life cycles and manage through an automated preventive maintenance program

?
?

There is an automated PM program (eg. MP2) to manage the life cycles of tools / equipments in the plant

5 – SPS Expert
13. Predictive Maintenance implemented

?

Predictive maintenance is actitivities based on process data in avoidance of maintenance problem by prediction of likely failure modes

14. MTBF>= 4 h (total operating time / number of shutdowns)

?
?

Check the MTBF monthly report to see the evidence

15. MTTR < 10 min (total shutdown time / number of shutdowns) Check the MTTR monthly report to see the evidence

16. Maintenance & Metrology resources effectiveness continuously reviewed

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 94

Product / Process Eng. - Process Reliability
7e - Process Control - P22
1 - SPS Notion
1. Product Quality Control Plan (PQCP) is defined and available, it lists the controls associated to defects issues 2. Quality inspections are in line with the Quality Plan 3. There is a defect library available, updated and including causes

2- SPS Basic
4. Process Control Plan is defined according to the Product Control Plan It defined for each process step the parameters and control plan accordingly. 5. Visual inspections are clearly defined: parameters, limits, examples good/rejects …

3- SPS Standard
6. Process control plan include a decision model in case of defect (product or process) 7. Equipments & Process Control Plan are validated by Product / Engineering Departments: Process control plan is reviewed & validated after each process modification

4 - SPS Advanced
8. FMEA is available. Process control plan & defects classifications (critical, major, minor) are issue from FMEA 9. Process robustness is assessed and tracked (monthly) using straightforward and useful parameters. See guide 10. A procedure is defined to update and improve the process control plan. Quality KPI’s (PRR – MDR) show a continuous improvement (6 months)

5 - SPS Expert
11. Manufacturing process is considered as “Robust” – See guide 12. Each manufacturing sector consistently attains it's Plant Return Rate (PRR) objectives

?

Focus on:
Statistic process control (SPC) & PQCP Implementation

?

Key points:
?
? ? ?

Product Control Plan lists the control associated to defects issues
Process Control Plan is defined according to the Product Control Plan Process Control Plan is updated and validated in case of modification (component, supplier, product, process, etc) FMEA application

?

KPI’s:
? ? ? ? Cpk, Gage R&R # IPR > 100, # IPR > 60 % Poka Yoke, %Jidoka , % Visual Control MDR, PRR

Audit in workshop & Quality Dept
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 95

Product / Process Eng. - Process Reliability
7e - Process Control - P22
? 1 – SPS Notion
1. Product Quality Control Plan (PQCP) is defined and available, it lists the controls associated to defects issues.

?
?

In the Quality Plan the list of Product characteristics is available with the tolerance ranges and related potential defects and severity levels Inspections & checks implemented to have all these characteristics under control are listed (at least for characteristics with a critical or major severity level):

? ?

The sub-assemblies and product inspection/self-inspections are mentioned (100% inspection, sampling inspection, measurement conditions, references/tolerance ranges, rejection criteria, statistical process control, Poka-Yoke). Outgoing inspections before shipments are also mentioned and possibly described (visual/measurement,100%/sampling, period, characteristics to be verify, fit and function interfaces to verify, measurement conditions, references/tolerance ranges, lot rejection criteria).

?
?

Surveillance tests are also mentioned and possibly described

2. Quality inspections are in line with the Quality Plan The quality inspection, self-inspection, tests are documented through inspection/self-inspection/test sheets including measurement conditions, tools/equipment used, references/tolerance ranges, rejection criteria 3. There is a defect library available, updated and including causes

?

There is library to show the record of defect with root cause analysis and action plan
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 96

Product / Process Eng. - Process Reliability
7e - Process Control - P22
? 2 – SPS Basic
4. Process Control Plan is defined according to the Product Control Plan, It defined for each process step the parameters and control plan accordingly

?

See details in the Process Control Plan example

5. Visual inspections are clearly defined: parameters, limits, examples good/rejects …

?
?

Check on the production line to see whether it is clearly defined with the parameters, limits, or examples of good/rejects .

3 – SPS Standard
6. Process control plan include a decision model in case of defect (product or process)

?

PCP include what corrective actions should be taken if defects detected

? ?

Product : action on product –Rework, scrap … Process: action on process –Stop, set-up, maintenance …

7. Equipments & Process Control Plan are validated by Product / Engineering Departments: Process control plan is reviewed & validated after each process modification

? ?

PCP should be updated after any modification (component, supplier, product, process…) PCP should be reviewed & validated by Product / Engineering Departments

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 97

Product / Process Eng. - Process Reliability
7e - Process Control - P22
? 4 – SPS Advanced
8. FMEA is available. Process control plan & defects classifications (critical, major, minor) are issue from FMEA

? ?

FMEA = Failure Mode and Defect Analysis IPR = Risk Priority Index = G x F x D ( from 1 to 1000)

? ? ?
?

G =Gravity (severity) Index :
F = Frequency (occurrence) Index D = Detection Index

1 (minimum) to 10 (maximum)
1 (low f) to 10 (high frequency) 1 (100% detected) to 10 (no detection)

9. Process robustness is assessed and tracked (monthly) using straightforward and useful parameters. See guide Process robustness is assessed and tracked monthly (use IPR, Cpk…)

10. A procedure is defined to update and improve the process control plan. Quality KPI’s (PRR – MDR) show a continuous improvement (6 months)

?
?

There is a formalized procedure to update and improve the process control plan in the plant

5 – SPS Expert
11. Manufacturing process is considered as “Robust” – See guide

?

Process robustness SPS goals: a) No IPR > 100; b) Minimum IPR > 60 : Detection under control (no visual); c) Cpk > 1,50 for Critical & Major parameters

12. Each manufacturing sector consistently attains it's Plant Return Rate (PRR) objectives

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 98

Management of Manufacturing & Logistical process
Production Planning & Scheduling
8a - Master Production Scheduling - P33
1 - SPS Notion
1. Customer demand is analyzed (historical data and forecast if available) 2. Internal bottleneck of each production line is known.

2- SPS Basic
3. A production plan and procurement plan are built monthly to size manufacturing resources (raw material, capacity) 4. Rules are defined to secure the flow of bottleneck. 5. Manufacturing capacity is known

3- SPS Standard
6. The MPS scope is complete, the process is structured and lead by the Plant Manager. Report and KPI’s are available. 7. Bottleneck resources are under control 8. Global manufacturing capacity is known including supplier part tools capacity

4 - SPS Advanced
9. The MPS process is achieved: “rough cut capacity plan”, production plan, supplier forecast, supply chain feed back. 10. Evidence of Bottleneck resource optimization and with output +/- 5% of plan 90% of days

5 - SPS Expert
13. WIP and process lead time have decreased due to strong capacity availability and planning. 14. Bottleneck capacity is elevated over the customer demand.

11. There is a defined process to detect on time the need to invest capacity
12. KPI’s show sustainable improvement

?

Focus on:
Master Production Schedule - Capacity is managed taking demand variation into account

?

Key points:
? ? ? Rolling production plan Forecast accuracy of sales, production & procurement Capacity data’s (internal and external) is reliable

?

KPI’s:
? ? Forecast accuracy - Safety stock utilization rate Constraint resource loading level

Audit in Logistic Dept & Method Dept.

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 99

Management of Manufacturing & Logistical process
Production Planning & Scheduling
8a - Master Production Scheduling - P33
? 1 – SPS Notion
1. Customer demand is analyzed (historical data and forecast if available)

? ?

Customer demand is analyzed in terms of quantity (total and variability) and sales mix (update minimum yearly). How logistic dept deals with the special events? Separate the events (included past and future): ex: campaign, anticipation, new product launch. Adjust demand analysis to the market trend. Process name, Maximum capacity, Working hours…

? ? ?
?

2. Internal bottleneck of each production line is known.

2 –– SPS Basic
3. A production plan and procurement plan are built monthly to size manufacturing resources (raw material, capacity)

? ?

Manufacturing resources are sized according customer demand. The production plan is used to size future capacity and is converted in a procurement plan. Forecast of future customer’s demand. How to formalize the production plan.

? ?
?

4. Rules are defined to secure the flow of bottleneck.

?
?

Consider the limited capacity of the bottleneck when do the production plan. Rules are defined to secure the throughput of the bottleneck: ex: inventory build up before the process

5. Manufacturing capacity is known.

?

The capacity of all manufacturing equipment is updated and reliable. Capacity list and if it is updated.
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 100

Management of Manufacturing & Logistical process
Production Planning & Scheduling
8a - Master Production Scheduling - P33
? 3 – SPS Standard
6. The MPS scope is complete, the process is structured and lead by the Plant Manager. Report and KPI’s are available.

? ?

There is a formal process to get the sales forecast, update the production plan and conduct the procurement forecast. The plant manager lead the process and he is involved in and validates decisions regarding inventory and capacity based on KPI’s.

?
?

There is a monthly Master Production Schedule meeting to evaluate last month result and the future requirement based on
forecast. Capacity levels are reviewed monthly focusing on the plant’s ability to meet the current and next 15 month demand, by product sector.

?

KPI’s:

- Capacity usage and objective - Forecast accuracy (sales and production plan) and objective

Forecast M-1 Forecast M-2 Forecast M-3 Actual Forecast M-1 Forecast M-2 Forecast M-3
FLV&IC SPS Deployment Dept.

Month 1 120000

Month 2 130000 150000

110000 100000 Accuracy Index -8% -23% -33%

Month 3 130000 140000 150000 150000 15% 7% 0%
SPS Assessment training

page 101

Management of Manufacturing & Logistical process
Production Planning & Scheduling
8a - Master Production Scheduling - P33
? 3 – SPS Standard (continued)
6. The MPS scope is complete, the process is structured and lead by the Plant Manager. Report and KPI’s are available. (continued)

?

MPS report which lists last month results, KPI’s, actions taken to meet future customer demand (working hours, training, manpower flexibility, subcontracting,…), risk and open issues.
Plant: xxxx MPS Report Date: xx/xx/xxxx Forecast received on: xx/xx/xxxx Production Line: Last Month Result: xxxx OTD Shortage Level OTDC2 Forecast Accuracy Capacities Portfolio Level Project Product Life Cycle Decision taken: Capacity adujstment: External capacity: Anticipation: Portfolio variation: xxxx xxxx xxxx Highlight out of tolerance period - Action plan if needed Synthetise capacity variation Report portfolio level-backlog-risk of delay-resorption planning Impact of project on product range, capacity, production plan Impact of product status on capacity, production plan Synthetise actions needed to adjust capacity and threshold if exist List unsecured supplies and actions Synthetise anticipation program (reason-product-period-volume) Report portfolio variation with end of month List risk, open issues and actions Report any warning

Risk / Warnings:

7. Bottleneck resources are under control.

?

Bottleneck has a dedicated production plan which is strongly followed during the month. Actions to elevate the bottleneck (reduce c/o time to improve availability, ...).

?

8. Global manufacturing capacity is known including supplier part tools capacity.

?

The capacity of manufacturing equipment & tools (internal & external).
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 102

Management of Manufacturing & Logistical process
Production Planning & Scheduling
8a - Master Production Scheduling - P33
? 4 – SPS Advanced
9. The MPS process is achieved: “rough cut capacity plan”, production plan, supplier forecast, supply chain feed back.

?

Master Production scheduling is achieved:

- rough cut capacity plan at production line level ,
- production plan at reference level, - supplier forecast at reference or group of reference level, - feed back and share MPS report with supply chain management. 10. Evidence of Bottleneck resource optimization and with output +/- 5% of plan 90% of days

? ?
?

The result of point 7.

11. There is a defined process to detect on time the need to invest capacity. 12. KPI’s show sustainable improvement KPI’s are improved: forecast accuracy , safety stock usage, capacity usage.

5 – SPS Expert
13. WIP and process lead time have decreased due to strong capacity availability and planning. 14. Bottleneck capacity is elevated over the customer demand.

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 103

Management of Manufacturing & Logistical process
Production Planning & Scheduling
8b’ - Queue management - P34
1 - SPS Notion
1. Awareness of "Queue Management"

2- SPS Basic
3. The process architecture is defined. Queue parameters are calculated and flexibility/elasticity requirement are defined. 4. Actual process lead time is tracked.

3- SPS Standard
5. Queue Management partially implemented (for the bottleneck) and is under control 6. Root causes of delays are tracked and analyzed 7. OTD* consistently > 92% * For each sector (loop)

4 - SPS Advanced
8. Queue Management is fully implemented and under control 9. There is a clear objective to reduce and challenge the lead time 10. OTD* steadily > 97% * For each sector (loop)

5 - SPS Expert
11. Lead time optimized and mastered 12. OTD* steadily > 99% * For each sector (loop)

2. The delivery expectation for each customer order or production order is known

?

Focus on: Queue management - Adjust the capacity in order to satisfy customer’s demand.

?

Key points:
? ? ? Contract production lead time is respected; Queue dashboard is visible in the workshop; Root causes of daily delays are known and tracked.

?

KPI’s:
? ? OTDM Inventory level

Audit in workshop
FLV&IC SPS Deployment Dept. SPS Assessment training

page 104

Management of Manufacturing & Logistical process
Production Planning & Scheduling
8b’ - Queue management - P34
? 1 – SPS Notion
1. Awareness of "Queue Management"

? ?

Key persons (ex: Manufacturing supply chain, supervisor, production manager) have been trained on the concepts. The concept is understood (service level, lead time…) and there is a plan to deploy the concept and the associated tool. The training record and the plan to deploy Queue tool.

?
? ?

2. The delivery expectation for each customer order or production order is known There is an organized flow to formalize customer requirements(SO & MO) and the expected delivery date is known without assumption. Production finish date is known along all the production process. Procedure to formalize SO & MO. Production tracking document.

? ?
?

2 – SPS Basic
3. The process architecture is defined. Queue parameters are calculated and flexibility/elasticity requirement are defined.

? ? ?

The production flow has been defined: production launching point and current lead time realization of each process. Flexibility and elasticity of the lines must be known.

Queue parameters are defined: min, max, leadtime.
Production flow: ex: VSM.

?

4. Actual process lead time is tracked
FLV&IC SPS Deployment Dept. SPS Assessment training

page 105

Management of Manufacturing & Logistical process
Production Planning & Scheduling
8b’ - Queue management - P34
? 3 – SPS Standard
5. Queue Management partially implemented (for the bottleneck) and is under control

? ? ? ?

There is a queue chart available on the cell dashboard The supervisor uses the queue chart during the daily SIM to communicate on the activity level and the need for capacity adjustment. Orders are started and are finished in the cell (no exit of flow) and FIFO is respected. The deployment is started (put first bottleneck under control) and there is a plan to deploy the queue management to all cells.

Contract Leadtime Max and min level

Queue dashboard example

0 1
FLV&IC SPS Deployment Dept.

2

3 4

5

6 7

8

9 10 11 12 13 14 15 16
SPS Assessment training

page 106

Management of Manufacturing & Logistical process
Production Planning & Scheduling
8b’ - Queue management - P34
? 3 – SPS Standard (continued)
6. Root causes of delays are tracked and analyzed

? ?

The root causes of late orders are investigated and results are shared between production and manufacturing supply chain. Corrective actions are taken. The tracking is done for each cell under lead time contract (not only at the last one of the process flow). Root causes of delay orders and their corrective actions. Over time, delays are reduced.

? ?
?

7. OTD* consistently > 92% * For each sector (loop) How long

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 107

Management of Manufacturing & Logistical process
Production Planning & Scheduling
8b’ - Queue management - P34
? 4 – SPS Advanced
8. Queue Management is fully implemented and under control

? ?

All cells on critical path are working with a lead time contract and use a visual queue chart. Operators are able to understand the queue chart. Queue is posted. Queue is easily understood by the operator.

? ?
?

9. There is a clear objective to reduce and challenge the lead time Review PLT regularly & have the action plans to reduce it.

10. OTD* steadily > 97% * For each sector (loop)

?
?

Check with point 7.

5 – SPS Expert
11. Lead time optimized and mastered

?

Actions are taken to improve production lead time when the customer order fluctuation is repetitive & not smooth. Steady Good result after implement the actions.

?

12. OTD* steadily > 99% * For each sector (loop)
FLV&IC SPS Deployment Dept. SPS Assessment training

page 108

Management of Manufacturing & Logistical process
Production Planning & Scheduling
8c - Inventory management - P33, 38
1 - SPS Notion
1. Inventory accuracy measured and actions identified. Annual physical inventory is in placed. Actions identified to improve accuracy. 2. IR- Inventory rate measurement and provision calculation respect =SE= standards rules.

2- SPS Basic
3. Inventory parameters set up on =S= rules and basic inventory analysis tools are used. 4. IR target is defined and communicated. Actions are followed up monthly. 5. Information flow is known and run daily (exceptions for project activities).

3- SPS Standard
6. Absolute inventory accuracy regularly exceed 95%. 7. Inventory rate show a stable improvement through use of stock optimization tools and tracking of specific KPI's.

4 - SPS Advanced
9. Stock accuracy regularly exceeds 99% 10. IR show a continuous improvement through implementation of breakthrough actions.

5 - SPS Expert
11. Benchmark is available and confirm leader position in term of IR..

8. 5S is implemented in the warehouse.

12. There is a supply chain balanced scorecard and the KPI's are steadily on the target.

? ?

Focus on:
Inventory management - Minimize, optimize the inventory & increase the inventory accuracy.

Key points:
? Tools for stock optimization:
? ? ? Corporate method to define inventory parameters: SS, MOQ, LT… Report & KPI to track inventory performance: shortage report, excess stock report, IR… Advanced method implemented to optimize inventory: consignment, VMI, milk run, EDI…

?

Increase the stock accuracy.

?

KPI’s:
? ? ? IR; Inventory accuracy; Provision rate.

Audit in warehouse
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 109

Management of Manufacturing & Logistical process
Production Planning & Scheduling
8c - Inventory management - P33, 38
? 1 – SPS Notion
1. Inventory accuracy measured and actions identified. Annual physical inventory is in placed. Actions identified to improve accuracy.

?

Stock taking is implemented in the plant. Measure inventory accuracy & Define the corrective actions.

?
?

2. IR- Inventory rate measurement and provision calculation respect =SE= standards rules.

All the inventory types managed by the plant (ex:manufacturing inventory and distribution inventory)
The trend of IR The method to calculate IR.

? ?

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 110

Management of Manufacturing & Logistical process
Production Planning & Scheduling
8c - Inventory management - P33, 38
? 2 – SPS Basic
3. Inventory parameters set up on =S= rules and basic inventory analysis tools are used.

? ?

The parameters are reviewed once a year. The person in charge of the inventory rate value is clearly identified (ex manufacturing supply chain manager)

?

A global dashboard is available and at least quarterly reviewed in which the inventory is divided into
? ? Raw Material / WIP / Finished Goods and maintenance spare parts inventory is separated. Safety stock – Lot size stock – Strategic stock – Excess stock – Obsolete stock

4. IR target is defined and communicated. Actions are followed up monthly.

? ?
?

IR target & improvement actions.
Communication about IR (ex: management meeting or dashborad) in the plant.

5. Information flow is known and run daily (exceptions for project activities). Information flow (MRP, generate and transmit purchase and production orders, kanban, ..) means the flow from customer order to delivery.

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 111

Management of Manufacturing & Logistical process
Production Planning & Scheduling
8c - Inventory management - P33, 38
? 3 – SPS Standard
6. Absolute inventory accuracy regularly exceed 95%. 7. Inventory rate show a stable improvement through use of stock optimization tools and tracking of specific KPI's.

?

The parameters are update regularly (minimum quarterly, monthly is a standard).

?
? ?

KPI’s have been defined : safety stock utilization rate, early deliveries, delay depth of suppliers deliveries , Average
lead time for procurement and weighted average based on consumption, Air/Sea Mix. Stock optimization tools are used (ex: consumption standard deviation to calculate safety stock, lot size and lead times different according abc/fmr classification). IT master data integrity is under control : cross check programs are used to track inconsistency (like two different lead time for the same material), clear end of life procedure. If MRP is used, there is somebody in charge to insure that the MRP is running correctly (checking log, improving data accuracy, …).

?

Inventory rate shows a stable improvement over the last months.

8. 5S is implemented in the warehouse.

? ?

5S is fully implemented. FIFO is strictly respected (check through some samples).

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 112

Management of Manufacturing & Logistical process
Production Planning & Scheduling
8c - Inventory management - P33, 38
? 4 – SPS Advanced
9. Stock accuracy regularly exceeds 99% 10. IR show a continuous improvement through implementation of breakthrough actions.

?

One of the following actions is implemented:

?
? ? ?
? 5 – SPS Expert

Consignment, vendor managed inventory, milk run (increased delivery frequency by organizing the collect of parts). Electronic information (as EDI, XML,…) to increase speed of information and reduce transaction cost and lead times. Parts localization (scope defined and addressed) Excess stock is in reduction

11. Benchmark is available and confirms leader position in term of IR.

12. There is a supply chain balanced scorecard and the KPI's are steadily on the target.

? ?

The scoreboard includes important KPIs: part shortage, SSR, IR, Provision, freight cost… KPIs steadily reach target.
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 113

Management of Mfg. & Logistical process- Pull Production
9a - Single point scheduling-pull system - P34, P38
1 - SPS Notion
1. Awareness of single point scheduling

2- SPS Basic
3. One scheduling point with push flow. Or pull flow with >1 scheduling point. Reason for having a push flow is documented.

3- SPS Standard
4. One scheduling point driven by pacemaker process, pull flow, sequence changes are typical during production.

4 - SPS Advanced
5. One scheduling point driven by pacemaker process, pull flow, minimal sequence adjustments (due to expediting)

5 - SPS Expert
6. One scheduling point driven by pacemaker process, pull flow, frozen schedules and no expediting

2. Flows are clearly identified and documented in either a flow chart or value stream map

?

Focus on:
Production schedule originates from one point and according customer demand (pull)

?

Key points:
? ? Operations scheduling is driven by one pacemaker process. How frequent the sequence are reviewed due to unplanned events

?

KPI’s:
? Number of sequence changes during the day

Audit in the workshop

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 114

Management of Mfg. & Logistical process- Pull Production
9a - Single point scheduling-pull system - P34, P38
? 1 – SPS Notion
1. Awareness of single point scheduling

? ? ?

The scheduling of the flow is known and clear. The interest of single point scheduling in a flow is understood.

2. Flows are clearly identified and documented in either a flow chart or value stream map. There is a flowchart / VSM that represent the flow Check the flowchart or VSM.

?
?

2 – SPS Basic
3. One scheduling point with push flow. Or pull flow with >1 scheduling point. Reason for having a push flow is documented.

? ?

The flow is pushed and scheduled once or pulled with multiple scheduling points The reason for having a push flow is known and documented Check the flow chart / VSM: if the flow is pull flow >=1 scheduling point or push flow with 1 scheduling point Check in the shop floor: if the actual status is following the documentation

? ?

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 115

Management of Mfg. & Logistical process- Pull Production
9a - Single point scheduling-pull system - P34, P38
? 3 – SPS Standard
4. One scheduling point driven by pacemaker process, pull flow, sequence changes are typical during production

? ?

The pacemaker(usually it is the bottleneck of the line) is identified correctly and receive the scheduling. There are change in the sequence between the process. Check: if the pacemaker is properly set. Check the historic record of sequence changes.

? ?
?

4 – SPS Advanced
5. One scheduling point driven by pacemaker process, pull flow, minimal sequence adjustments (due to expediting)

?

There’re only minimal sequence adjustments(due to expediting) Check the historic record of sequence changes.

?
?

5 – SPS Expert
6. One scheduling point driven by pacemaker process, pull flow, frozen schedules and no expediting

?

The scheduling is consistent and there is not change in the production sequence.

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 116

Management of Mfg. & Logistical process- Pull Production
9b – Single piece flow assembly / WIP management - P19
1 - SPS Notion
1. Knowledge of lean concepts and WIP impact and evidence of efforts to limit overproduction

2- SPS Basic
2. Small batch production; order quantities <5 day's avg. Demand 3. WIP Control Plan implemented.

3- SPS Standard
4. FIFO flow; order quantities <2 day's average demand. Lines transformed according lean concept have lower lot size and lead times. 5. WIP control measures (FIFO lanes, supermarkets, etc.) widely used.

4 - SPS Advanced
6. Order quantity ≤ 1 day's demand and flow is single piece.

5 - SPS Expert
8. WIP reduction is in continuous reduction

9. From VSM the PCE is >10% ("dock 7. Visual management in place to manage to dock" value added processing time WIP and WIP is reduced over the total process lead time.

?

Focus on:
WIP is controlled and production batch size are continuously reduced

?

Key points:
? ? ? ? ? Order quantities are reduced to 1 day demand for “A” items (high volumes / values) Check that WIP is managed using visual tools, such as supermarket, inverted containers, fixed locations… FIFO is respected all along the supply chain Shop floor people are sensible to WIP level and discipline is respected WIP level is tracked regularly and action plan exist to reduce it.

?

KPI’s:
? ? Batch size in Hours WIP

Audit in the workshop

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 117

Management of Mfg. & Logistical process- Pull Production
9b – Single piece flow assembly / WIP management - P19
? 1 – SPS Notion
1. Knowledge of lean concepts and WIP impact and evidence of efforts to limit overproduction

? ? ?

Single piece flow concept is known. WIP is clearly seen as a waste Production supervisor & methods engineer known the impact of overproduction and have set up countermeasure to limit it. Observe: if there is already some means to limit the overproduction

?
?

2 – SPS Basic
2. Small batch production; order quantities <5 day's avg. Demand.

? ? ?

The weighted average production lot size is lower than 5 days customer demand

3. WIP Control Plan implemented. The WIP objective is defined The WIP control plan is available (by kanban, visual signals, limited floor space, …).

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 118

Management of Mfg. & Logistical process- Pull Production
9b – Single piece flow assembly / WIP management - P19
? 3 – SPS Standard
4. FIFO flow; order quantities <2 day's average demand. Lines transformed according lean concept have lower lot size and lead times.

?
? ?

FIFO is respected along the flow The weighted average production lot size is lower than 2 days customer demand The production lines transformed after lean projects have lower lot size and lead times (process and products) than the previous one.

5. WIP control measures (FIFO lanes, supermarkets, etc.) widely used.

?
? ?

The WIP control plan is implemented
Widespread use of WIP control measures (such as FIFO lane, kanban, signs, …). The actual WIP level respect the WIP control plan. Check in the shop floor: is the WIP is controlled by the WIP control measures as the WIP control plan?

?
?

4 – SPS Advanced
6. Order quantity ≤ 1 day's demand and flow is single piece.

?

The weighted average production lot size is lower or equal to 1 day customer demand Single piece flow implemented in all potential processes
SPS Assessment training

?

FLV&IC SPS Deployment Dept.

page 119

Management of Mfg. & Logistical process- Pull Production
9b – Single piece flow assembly / WIP management - P19
? 4 – SPS Advanced(continued)
7. Visual management in place to manage WIP and WIP is reduced.

? ? ?
?

WIP control measures are mainly visual and easy to understand Operators respect the discipline. Shop floor people are sensible to WIP level WIP level (quantity and value) is clearly in reduction.

5 – SPS Expert
8. WIP reduction is in continuous reduction

? ? ?

WIP objective is redefined regularly according flow improvement. WIP level (quantity and value) is in reduction and reach steadily the objective.

9. From VSM the PCE is >10% ("dock to dock" value added processing time over the total process lead time). The dock to dock value added divided by the total process lead time is > 10%

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 120

Management of Mfg. & Logistical process- Pull Production
9c – Kanban Methodology – P34, P36
1 - SPS Notion
1. . Awareness in KANBAN system 2. Utilization of some Kanban in the process

2- SPS Basic
3. Kanban system used for component replenishment: 2 boxes system, kanban cards, visual… Note : not optimized (partial, loop size, number of cards…)

3- SPS Standard
4. Kanban system for component replenishment is optimized (loop size, number of cards…) adjusted to the replenishment frequency 5. Kanban utilized as production order between sectors or cells (pull flow) Note : not optimized (partial, loop size, number of cards…)

4 - SPS Advanced
6. Kanban system utilized as production order between sectors or cells is optimized (loop size, number of cards…) WIP reduction between sectors 7. Kanban system used with local suppliers Note : not optimized (partial, loop size, number of cards…)

5 - SPS Expert
8. All Kanban systems are optimized (loop size, number of cards, demand variation) 9. Evidence of continuous improvement in inventory and WIP

? ?

Focus on:
Kanban is widely used and mastered.

Key points:
? Knowledge of principles.
? ? ? ? Visual, Boxes, Cards , Batch … Rules for flow selection (repetitive, small variation …) Rules for running : level mini – maxi Sizing

?

Kanban optimization
?
? ?

Kanban discipline is understood and respected – frequent Assessment to secure the system (in SIM).
Root cause analysis is performed on shortages and action plan set-up. Parameters of control cycle (like card numbers) reviewed regularly and adjusted, according to forecast.

Audit in the workshop and warehouse
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 121

Management of Mfg. & Logistical process- Pull Production
9c – Kanban Methodology – P34, P36
? 1 – SPS Notion
1. Awareness in KANBAN system

? ? ?

The scope of kanban is determined according the flow typology (low variation/predictable demand). The different kanban systems are known (visual, cards, container,…). The kanban sizing formula is known (trigger point, maximum,safety stock).

2. Utilization of some Kanban in the process

?
?

Observe: if there are some Kanban practice in the shop floor?

2 – SPS Basic
3. Kanban system used for component replenishment: 2 boxes system, kanban cards, visual…Note : not optimized (partial, loop size, number of cards…)

? ?

There is a kanban system in place to replenish workstation. The kanban loop is not optimized (in Qty, in card numbers).

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 122

Management of Mfg. & Logistical process- Pull Production
9c – Kanban Methodology – P34, P36
? 3 – SPS Standard
4. Kanban system for component replenishment is optimized (loop size, number of cards…) adjusted to the replenishment frequency

? ?

The container quantity is optimized and linked to the replenishment frequency for highest stakes (value/consumption/volume). Audit are made regularly to evaluate discipline. Results are followed in SIM. Root causes of shortage at the workstation are tracked and investigated The Kanban sizing is reviewed at least once a year (more frequent for the highest stakes items).

?
?

5. Kanban utilized as production order between sectors or cells (pull flow) Note : not optimized (partial, loop size, number of cards…)

? ?

There is a kanban system in place to control internal production The kanban loop is not optimized (in Qty, in card numbers).

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 123

Management of Mfg. & Logistical process- Pull Production
9c – Kanban Methodology – P34, P36
? 4 – SPS Advanced
6. Kanban system utilized as production order between sectors or cells is optimized (loop size, number of cards…) WIP reduction between sectors.

?

The container quantity is optimized and linked to the replenishment frequency for highest stakes (value/consumption/volume).

?

Audit are made regularly to evaluate discipline. Results are followed in SIM.

?
? ?

Root causes of shortage at the workstation are tracked and investigate
Evidence of inventory reduction through implementation of kanban. Evidence of optimization of kanban through systematic and regular update procedure (at least once a year)

7. Kanban system used with local suppliers Note : not optimized (partial, loop size, number of cards…)

? ?

First kanban practice with local suppliers that drive inventory reduction. The kanban loop is not optimized (in Qty, in card numbers).

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 124

Management of Mfg. & Logistical process- Pull Production
9c – Kanban Methodology – P34, P36
? 5 – SPS Expert
8. All Kanban systems are optimized (loop size, number of cards, demand variation)

? ? ?

The different kanban system (MPH, internal, suppliers) are optimised Audit result show a clear improvement in the robustness of the system Evidence of dynamic kanban sizing with regular parameter reviews.

9. Evidence of continuous improvement in inventory and WIP.

?
?

The inventory level of raw materials and WIP have decreased steadily through kanban implementation.
Part shortage are tracked and clearly in reduction.

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 125

Management of Mfg. & Logistical process- Pull Production
9d – Value Stream Management - P15 - P34
1 - SPS Notion
1. General awareness of Value Stream Management

2- SPS Basic
2. Training in VSM completed 3. Some current state value stream maps created

3- SPS Standard
4. Critical flows have current and future state VSM and gaps identified 5. Root cause analysis of major sources of waste & variation underway.

4 - SPS Advanced
6. All flows identified through mapping material, information & cash flows. 7. Current State to Future State gaps identified and projects (kaizen/6 sigma) initiated. 8. New Value Stream Map used to verify project results.

5 - SPS Expert
9. Value stream management extended beyond the four walls to suppliers and customers 10. Significant reductions (>50%) in process lead-times have been achieved. 11. Customer Service response time has shown dramatic improvement.

?

Focus on:
looking for Global optimization and guiding process improvement.

?

Key points:
? Value Stream Mapping are available and future state are defined according best practices (pull flow, one single point of schedule, supermarket, MPH,...). ? ? People understand the methodology and commit to the objectives. Alignment projects are scheduled and followed on a regular basis.

?

Process lead time is reduced significantly.

?

KPI’s:
? Ratio PLT / CT

Audit in the whole plant
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 126

Management of Mfg. & Logistical process- Pull Production
9d – Value Stream Management - P15 - P34
? 1 – SPS Notion
1. General awareness of Value Stream Management

?
?

The concept of Value Stream Management is known

2 – SPS Basic
2. Training in VSM completed

? ?

Training in Value Stream Mapping completed

3. Some current state value stream maps created Current state VSM are available for some product family Check the current state value stream map

?
?

3 – SPS Standard
4. Critical flows have current and future state VSM and gaps identified

? ? ?

The critical flows have been identified (the one that have the worst “Critical to Quality” performance). They have current and future state VSM Main gaps to move to the future state are identified clearly Check the current and the future state value stream map
SPS Assessment training

?

FLV&IC SPS Deployment Dept.

page 127

Management of Mfg. & Logistical process- Pull Production
9d – Value Stream Management - P15 - P34
? 3 – SPS Standard(continued)
5. Root cause analysis of major sources of waste & variation underway.

?

Waste analysis in progress(TIMWOOD)

?

Variation analysis in progress ( variation in manufacturing process performance, in customer demand, …).
Check the waste and variation analysis document

?
?

4 – SPS Advanced
6. All flows identified through mapping material, information & cash flows

?

All the relevant product flows are identified: all manufacturing flows & the major logistic flows Check the VSM of all the all manufacturing flows & the major logistic flows

?
?

7. Current State to Future State gaps identified and projects (kaizen/6 sigma) initiated. Projects have been initiated to move to future state

?

Continuous improvement made through a mix of 6 sigma/ Kaizen
Check: is there kaizen/6 sigma project initiated to move to the future state?

?
?

8. New Value Stream Map used to verify project results. New current state have been done to check the result The results of the new current state is close to the objective defined in the future state and the KPI’s show a clear improvement
SPS Assessment training

?

FLV&IC SPS Deployment Dept.

page 128

Management of Mfg. & Logistical process- Pull Production
9d – Value Stream Management - P15 - P34
? 5 – SPS Expert
9. Value stream management extended beyond the four walls to suppliers and customers

?

Experience in current and future state extended mapping Check the extended VSM (From supplier to the customers)

?
?
?

10. Significant reductions (>50%) in process lead-times have been achieved. Check : if the process lead time (dock-to-dock) is reduced > 50%.

11. Customer Service response time has shown dramatic improvement. The KPI (Ratio PLT / CT) show stable and strong improvement

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 129

Management of Manufacturing & Logistical process
Supply Chain & Quality Management
10a - Supplier Quality Management - P35
1 - SPS Notion
1. Attribute / Visual incoming inspection for some supplies is documented 2. Non conformance rate metrics tracked for all suppliers

2- SPS Basic
4. SAM & SQM implemented respectively for some targeted suppliers and supplies 5. Attribute / measurement incoming inspection is implemented (in accordance with the SE Incoming Inspection Rules) as a minimum

3- SPS Standard
7. SAM and SQM implemented respectively for all targeted suppliers 8. Containment, corrective and preventive actions on Supplier issues are systematic and on time through 8D 9. Action plans developed with the 5 worst suppliers with respect to quality performance

4 - SPS Advanced
10. ENCR, INCR Key Performance Indicators show a sustained improvement over the last 6 months

5 - SPS Expert
12. Improvement over the last quarter for the 5 worst suppliers with respect to quality performance

3. ENCR, INCR Key Performance Indicators are implemented and calculated to corporate definition

6. Audits of critical part/component supplier manufacturing processes are planned every year but also achieved when necessary.

11. Supplier Performance Module (SPM) fully implemented for critical suppliers which are challenged and evaluated on their quality improvement plans

13. ENCR, INCR objectives are consistently attained.

?

Focus on:
Suppliers are integrated in improvement program on quality level.

?

Key points:
? ? ? ? SSQM tools are used and sustainable improvement is proven on supplier performance Critical suppliers are identified and under specific attention. Assessments are executed. Supplier evaluation is regularly shared with the mains suppliers. Actions plans are defined and followed-up. Quality inspection is efficient (focusing only on major customer risks, critical characteristics, major characteristics with an issue within the last year, legal and environmental requirements -ROHS-).

?

KPI:
? ? NCR SSR

Audit in Quality dept
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 130

Management of Manufacturing & Logistical process
Supply Chain & Quality Management
10a - Supplier Quality Management - P35
? 1 – SPS Notion
1. Attribute / Visual incoming inspection for some supplies is documented

? ?

The incoming inspection is documented through incoming inspection sheets including sampling plans used, measurement conditions, tools/equipment used, references/tolerance ranges, rejection criteria

2. Non conformance rate metrics tracked for all suppliers Track of NCR

3. ENCR, INCR Key Performance Indicators are implemented and calculated to corporate definition

?
?

The calculation of NCR is correct.

2 – SPS Basic
4. SAM & SQM implemented respectively for some targeted suppliers

?

For SAM, target suppliers mean: New Suppliers, Different Commodity, Different Geographical Zone for delivery, Global vs Local supply, Different Location of the supplier, Poor Performing (Top worst by plant / Industrial Department / Country / Zone), Involved in ROHS and ACCESS For SQM, target suppliers mean: New Supplier, Material Change, Supplier Process Change, Supplier Location Change, Design Change, Part Non-Conformities, Outsourcing <-> Insourcing, Different Schneider Manufacturing Location Total number of target supplier of this year. How to define the target supplier.
SPS Assessment training

?

? ?

FLV&IC SPS Deployment Dept.

page 131

Management of Manufacturing & Logistical process
Supply Chain & Quality Management
10a - Supplier Quality Management - P35
? 2 – SPS Basic (continued)
5. Attribute / measurement incoming inspection is implemented (in accordance with the SE Incoming Inspection Rules) as a minimum

?
?

The rules of incoming inspection applied.

6. Audits of critical part/component supplier manufacturing processes are planned every year but also achieved when necessary. Supplier process audits are conducted in case of severe quality issue occurring either at Schneider Electric or customers’. How many process audits have been done this year or how many process audits are planned?

?
?

3 – SPS Standard
7. SAM and SQM implemented respectively for all targeted suppliers

? ? ? ? ?

% of SAM audit achieved for target suppliers.

% of SQM audit with PPEP form achieved for target suppliers

8. Containment, corrective and preventive actions on Supplier issues are systematic and on time through 8D The form of 8D report is correct. % of utilization of 8D reports for all suppliers

9. Action plans developed with the 5 worst suppliers with respect to quality performance Action plans are defined both by quality and logistic dept.
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 132

Management of Manufacturing & Logistical process
Supply Chain & Quality Management
10a - Supplier Quality Management - P35
? 4 – SPS Advanced
10. ENCR, INCR Key Performance Indicators show a sustained improvement over the last 6 months 11. Supplier Performance Module (SPM) fully implemented for critical suppliers which are challenged and evaluated on their quality improvement plans

?

The SSQM-SPM Supplier evaluation process is a combination of daily and regularly scheduled events:

?
? ? ?

Daily: Communication & resolution of Supplier Delivery, Quality and Critical Issues Monthly: Compile metric data for Key Suppliers (NCR & SSR) Quarterly: Communicate metric performance vs. target to Key Suppliers Yearly: Annual reviews with Key Suppliers on current year performance and future year requirements

?

5 minimum supplier’s performances are required

? ? ? ? ?
FLV&IC SPS Deployment Dept.

Delivery: SSR Quality: NCR Productivity: Achievement of Productivity Targets Administrative: Response to Schneider Requests Development: Completion of Improvement Plan
SPS Assessment training

page 133

Management of Manufacturing & Logistical process
Supply Chain & Quality Management
10a - Supplier Quality Management - P35
? 5 – SPS Expert
12. Improvement over the last quarter for the 5 worst suppliers with respect to quality performance

?

SSR & NCR of the 5 worst suppliers are improved during the last three months.

13. ENCR, INCR objectives are consistently attained.

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 134

Management of Manufacturing & Logistical process
Supply Chain & Quality Management
10b - Supply chain upstream management - P35
1 - SPS Notion
1. Upstream flow are formalized.

2- SPS Basic
3. Logistic agreements are signed with the major suppliers. 4. Procurement data in the IT system and actual procurement conditions are consistent.

3- SPS Standard
5. Logistic agreements are deployed widely, KPI’s are followed and corrective actions are taken. 6. SSR steadily > 90%. A structured action plan is in place with the worst performing suppliers. 7. >5% of supplies (number of references) received weekly.

4 - SPS Advanced
8. Supplier Performance Module in place and evidences of cooperation with suppliers 9. SSR steadily > 95%. 10. >20% of supplies received weekly in which > 5% Daily w/o exception during holidays

5 - SPS Expert
11. Continuous reduction of lead times and improvement of part availability 12. > 50% of supplies received Daily

2. Supplier Service Rate (ESSR and ISSR) indicator available for all suppliers and calculated to corporate definition..

? ?

Focus on:
Management of suppliers - Integrate suppliers in the improvement program on logistic level.

Key points:
? Logistic agreement
? ? ? ? ? Supplier process description; Logistic condition: Incoterms, packing, lead time, lot size, weight, delivery frequency; Forecast process description; Order execution process description; KPI’s description (SSR-OTD-Shortage).

?

Analysis & Root causes for the delay and followed by the action plan

?

KPI’s:
? ? SSR Average lot size (in days) – Average lead time

Audit in logistic dept
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 135

Management of Manufacturing & Logistical process
Supply Chain & Quality Management
10b - Supply chain upstream management - P35
? 1 – SPS Notion
1. Upstream flow are formalized.

?
?

Standard lead time and lot size exist for the repetitive procured component.
All components have the assigned suppliers.

2. Supplier Service Rate (ESSR and ISSR) indicator available for all suppliers and calculated to corporate definition.

? ?
?

The method applied to calculate SSR. SSR is calculated for all suppliers.

2 – SPS Basic
3. Logistic agreements are signed with the major suppliers.

? ?

The major suppliers mean: suppliers with the highest stakes on the upstream flows

4. Procurement data in the IT system and actual procurement conditions are consistent. Procurement database is consistent. The data of logistic agreement is consistent with actual data in SAP system.

?

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 136

Management of Manufacturing & Logistical process
Supply Chain & Quality Management
10b - Supply chain upstream management - P35
? 3 – SPS Standard
5. Logistic agreements are deployed widely, KPI’s are followed and corrective actions are taken.

? ?

The majority of supplies is controlled by a valid logistic agreement. There is a process defined in the plants to control the respect of the logistic agreement conditions between =SE= plant and the supplier:

? ?

The =SE= plant controls that he respects his commitment (forecast accuracy, lead time compression ratio ) The supplier controls that he respects his commitment (SSR, stock availability).

?

Actions are in place by the =SE= plant and by the supplier to improve the KPI’s.

6. SSR steadily > 90%. A structured action plan is in place with the worst performing suppliers. 7. >5% of supplies (number of references) received weekly.

?

More than 5% of references are delivered weekly by the supplier. The percentage of references which are delivered weekly.

?

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 137

Management of Manufacturing & Logistical process
Supply Chain & Quality Management
10b - Supply chain upstream management - P35
? 4 – SPS Advanced
8. Supplier Performance Module in place and evidences of cooperation with suppliers

? ?

At least, the critical suppliers (major supplier / worst supplier ) receive the performance evaluation. Upstream flow supervisor uses suppliers capacity information to evaluate supplier response and challenge.

?
? ?

There are regular visits between the upstream flow supervisor and the major suppliers to share results and improve flows.
The logistic agreement are reviewed at least yearly. Preventives actions are taken based on forecast or business trend by the =SE= plant to inform the supplier and secure the procurement.

?
?
? ?

Evidences of working together with the major suppliers/worst suppliers (example: performance evaluation and action plan is reviewed with the supplier through weekly conf call) and will to develop partnership.

9. SSR steadily > 95%. ESSR + ISSR are above 95% during more than 6 months.

10. >20% of supplies received weekly in which > 5% Daily w/o exception during holidays More than 20% of the references are received on a weekly frequency, in which 5% daily. There is no interruption during supplier holiday. Check with point 7.
SPS Assessment training

?

FLV&IC SPS Deployment Dept.

page 138

Management of Manufacturing & Logistical process
Supply Chain & Quality Management
10b - Supply chain upstream management - P35
? 5 – SPS Expert
11. Continuous reduction of lead times and improvement of part availability.

? ? ? ?

The lead times have globally reduced according abc / fmr classification. The inventory has decreased correspondingly (through SS reduction). Different replenishment modes have been developed and co-exist to match customer’s demand (kanban, consignment, purchase order, kitting by supplier,..) Part availability is tracked and show strong and stable improvement Evidence/example of reduction of lead time.

? ?

12. > 50% of supplies received Daily Check with point 10.

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 139

Management of Manufacturing & Logistical process
Supply Chain & Quality Management
10c - Downstream supply chain Management - P31, 34
1 - SPS Notion 2- SPS Basic
2. Logistic offer is defined 1. Downstream flow are formalized 3. Sales data in the IT system and actual sales conditions are consistent

3- SPS Standard
4. Non conformities to the logistic offer are tracked and corrective actions in place 5. KPI's are tracked: OTDS or OTDM L >95%. ULO and OTDC2 measured and actions in place to reach the target..

4 - SPS Advanced
6. Evidence of cooperation with customers

5 - SPS Expert

7. OTDS or OTDM L steadily >97% and ULO and OTDC2 are on the target.

8. Evidence of offer optimization for the customer

9. OTDS or OTDM steadily >99%

? ?

Focus on:
Management of customers.

Key points:
? Logistic offer
? ? ? Logistic conditions: Incoterms, packing, lead time, lot size, delivery frequency; Forecast process description; Order execution process description.

?

Root cause analysis for delay sales orders and corrective action is followed.

?

KPI’s:
? OTDM/OTDS

?
?

ULO
OTDC2

Audit in logistic dept
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 140

Management of Manufacturing & Logistical process
Supply Chain & Quality Management
10c - Downstream supply chain Management - P31, 34
? 1 – SPS Notion
1. Downstream flow are formalized

?
?

The plant has defined standard lead time and lot size at least for the repetitive sold product / component.

2 – SPS Basic
2. Logistic offer is defined

? ?
?

The formalized logistic offer is signed with all customers (DC, Plant, External customer).

3. Sales data in the IT system and actual sales conditions are consistent The parameters in logistic offer are same with the data in SAP system.

3 – SPS Standard
4. Non conformities to the logistic offer are tracked and corrective actions in place

?

Logistic non conformities mean non respect of packing / lead time/ price Corrective actions are in place.

?

5. KPI's are tracked: OTDS or OTDM L >95%. ULO and OTDC2 measured and actions in place to reach the target.

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 141

Management of Manufacturing & Logistical process
Supply Chain & Quality Management
10c - Downstream supply chain Management - P31, 34
? 4 – SPS Advanced
6. Evidence of cooperation with customers

?

For plants delivering directly to external customer (w/o DC storage): there are actions done in the plant to better understand the customer demand, share results with the major customer, improve the logistic offer, investigate demand variation in partnership with marketing

?

For plant to DC flow, actions are done to investigate lead time optimization between stocked and non stocked products with marketing and supply chain.

?
?

Logistic non conformities are in reduction.

7. OTDS or OTDM L steadily >97% and ULO and OTDC2 are on the target.

5 – SPS Expert
8. Evidence of offer optimization for the customer

? ? ?

Actions have been done to optimize the offer Positive feed back from the customer

9. OTDS or OTDM steadily >99% Check with point 5

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 142

Management of Manufacturing & Logistical process
Supply Chain & Quality Management
10d - Shared Quality Management - P30
1 - SPS Notion
1. Periodic meetings (Product Review meetings) are organized to share quality performance / objectives between the plant and the Product / Engineering Department.
2. PRR is implemented and calculated to the corporate definition.

2- SPS Basic
3. There is a process to submit Product or Process Change Requests to Product / Engineering departments 4. A detailed quality report is sent every month to Product / Engineering Departments (including quality holds).

3- SPS Standard
5. Evidence of joint quality improvement projects involving Product / Engineering Departments and the plant 6. Non quality costs are analyzed and shared with Product / Engineering Department

4 - SPS Advanced
7. The plant is involved in all the new product development projects

5 - SPS Expert
9. Non quality costs objectives are consistently attained

8. Non quality costs have been in continuous improvement over the past year

?

Focus on:
Quality objectives are shared in the plant and involve engineering

?

Key points:
? ? The process to improve product quality is clearly defined. There is evidence of collaboration on quality issues between plants and engineering / product department (through report, involvement in new product definition, frequent meetings and project portfolio).

?

KPI’s:
? ? PRR MDR

Audit in Quality &Technical Dept
FLV&IC SPS Deployment Dept. SPS Assessment training

page 143

Management of Manufacturing & Logistical process
Supply Chain & Quality Management
10d - Shared Quality Management - P30
? 1 – SPS Notion
1. Periodic meetings (Product Review meetings) are organized to share quality performance / objectives between the plant and the Product / Engineering Department.

?

During this meeting the following matters can be covered:

?

Quality (Customers’ view): Products Departments’ quality dashboard, summary report of Customer complaints, Field Failure Rate -FFR (quantity, cost, Pareto charts of defects), expert assessment review (Technical Return for Expert Assessment -RTE- processing time performance, quality of expert assessment)…

?

Manufacturing Quality: Plant quality dashboard, suppliers’ quality assurance, efficiency of incoming inspection, failure rate at each manufacturing step (from incoming inspection to final test), the Pareto charts of defects, Plant Return Rates (PRR), status of ongoing action plans, surveillance tests and Six-Sigma projects.

? ?

The frequency of the meeting & the meeting minutes

2. PRR is implemented and calculated to the corporate definition. The method to calculate PRR.

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 144

Management of Manufacturing & Logistical process
Supply Chain & Quality Management
10d - Shared Quality Management - P30
? 2 – SPS Basic
3. There is a process to submit Product or Process Change Requests to Product / Engineering departments

?

The plant must ask the Product Departments/Engineering Departments to undertake the product or equipment changes they deem necessary to resolve the quality problems observed at the customer level.

?

However, the plants must obtain the approval of the Product Departments/Engineering Departments prior to making any changes (or renewal if applicable) that affect: control instructions, parts and components, and test equipment.

?

The plants shall also obtain the approval of the Product Departments/Engineering Departments before starting any tooling qualification (new molds, new molding cavities)

4. A detailed quality report is sent every month to Product / Engineering Departments (including quality holds).

?

The detailed quality report consists of all quality KPI’s reported through the New Reporting tool.

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 145

Management of Manufacturing & Logistical process
Supply Chain & Quality Management
10d - Shared Quality Management - P30
? 3 – SPS Standard
5. Evidence of joint quality improvement projects involving Product / Engineering Departments and the plant

?

There is a technical department -"technical antenna“ in the plant Percentage of real joint projects which Product/Engineering Department is involved in.

?
?

6. Non quality costs are analyzed and shared with Product / Engineering Department

4 – SPS Advanced
7. The plant is involved in all the new product development projects

?

A person from the plant technical department - "technical antenna"- is working or has worked at full time in one or several of the following steps of the projects: Feasibility, Definition and Product & Process Design (Do) steps of the Product Management Process (PMP).

8. Non quality costs have been in continuous improvement over the past year.

?

5 – SPS Expert
9. Non quality costs objectives are consistently attained

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 146

Management of Manufacturing & Logistical process
Supply Chain & Quality Management
10e - Customer focus - P31, P40
1 - SPS Notion
1. PRR / On Time Delivery exManufacturing Plant (OTDM) / On-Time Delivery ex-Distribution Centre (OTDLM for Europe only) are implemented and calculated to the corporate definition. 2. A Customer Complaint Management Process (CCMP) exists and there is a process owner.

2- SPS Basic
3. Customer Issues are discussed at least weekly in manager level Short Interval Management (SIM) meetings. 4. The plant initiates corrective action based on Customer issues / product returns. 5. Product / Engineering Departments are notified immediately of any major & critical issues -Quality , Delivery, Shortage, External risk

3- SPS Standard
6. Containment, corrective and preventive actions on customer issues are conducted on time 7. Plant Return Rate (PRR) are tracked and reviewed on a regular basis 8. Plant Return Rate (PRR) complex issues are resolved through the SixSigma method if necessary

4 - SPS Advanced
9. The Plant Manager personally reviews new and new recurring quality issues and 8D cases 10. Plant Return Rate (PRR) analysis shows an improvement trend over the last 12 months for each manufacturing sector
11. Histograms (isochronous diagrams) detail Plant Return Rate (PRR) by manufacturing date

5 - SPS Expert
12. The Plant Manager personally reviews new and new recurring quality issues and 8D cases daily
13. Return for Expert Assessment Process (RTE) objective is consistently attained

?

Focus on:
Management is clearly involved in customer satisfaction.

?

Key points:
? ? ? Gap analysis between corporate objectives and plant performance Plant manager and staff are involved on solving customer issues : frequency of KPI and project reviews… Improvement on key indicators, proven by customer info’s (from inquiries, feed-backs).

?

KPI:
? ? ? PRR OTDM/OTDS RTE

Audit in Quality Dept
SPS Assessment training

FLV&IC SPS Deployment Dept.

page 147

Management of Manufacturing & Logistical process
Supply Chain & Quality Management
10e - Customer focus - P31, P40
? 1 – SPS Notion
1. PRR / On Time Delivery ex-Manufacturing Plant (OTDM) / On-Time Delivery ex-Distribution Centre (OTDL-M for Europe only) are implemented and calculated to the corporate definition.

?

The method to calculate PRR (Qty returned/Av. Last 12 Months Qty*1000000), OTDM, OTDL

2. A Customer Complaint Management Process (CCMP) exists and there is a process owner.

?

2 – SPS Basic
3. Customer Issues are discussed at least weekly in manager level Short Interval Management (SIM) meetings.

? ?

Meeting minutes.

4. The plant initiates corrective action based on Customer issues / product returns. The historical record of the corrective action based on customer issues and the result after apply the actions.

5. Product / Engineering Departments are notified immediately of any major & critical issues -Quality , Delivery, Shortage, External risk

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 148

Management of Manufacturing & Logistical process
Supply Chain & Quality Management
10e - Customer focus - P31, P40
? 3 – SPS Standard
6. Containment, corrective and preventive actions on customer issues are conducted on time

? ?

An 8D file is created for each new problem. This file records all the problem solving documentation Failure Tree Analysis (FTA)/Ishikawa and ?5 why' ? tools are used systematically

7. Plant Return Rate (PRR) are tracked and reviewed on a regular basis 8. Plant Return Rate (PRR) complex issues are resolved through the Six-Sigma method if necessary

?
?

Example of the solved issues by used 6 –sigma.

4 – SPS Advanced
9. The Plant Manager personally reviews new recurring quality issues and 8D cases.

?

The plant manager attends the review of quality issues & 8D report.

10. Plant Return Rate (PRR) analysis shows an improvement trend over the last 12 months for each manufacturing sector.

?

PRR of the last 12 months by sectors.

11. Histograms (isochronous diagrams) detail Plant Return Rate (PRR) by manufacturing date.

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 149

Management of Manufacturing & Logistical process
Supply Chain & Quality Management
10e - Customer focus - P31, P40
? 5 – SPS Expert
12. The Plant Manager personally reviews new and new recurring quality issues and 8D cases daily.

?

Check with point 9.

13. Return for Expert Assessment Process (RTE) objective is consistently attained. 14. PRR objectives are consistently attained

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 150

The End
FLV&IC SPS Deployment Dept. SPS Assessment training

page 151

People Commitment - SIM Production
1a - Work Instructions - P1 - Q Instructions
? ? ? Safety (if critical) Quality Manufacturing

Should be Posted Where
? Workstations

?
? ? ? ?

Process Flow Chart
Management Rules (5S, Safety) Versatility Chart PM schedule Queue Dashboard

?

Instruction / SIM board
(cell level)

?

SIM board (sector level)

? ? ? ?
FLV&IC SPS Deployment Dept.

Operating tasks

?

Instruction Book

Driving Instructions
Process control plan Maintenance Instructions Change Over Instructions
SPS Assessment training

page 152

Product / Process Eng. – Process Architecture/Lean design
4a - Lean Design / Mfg Time Definition (Manual / Semi Auto Assy) - P16
? Definition

? ? ? ?

UT : Useful Time is the grand total of all added value times (Labor) for an Operation DT: Design Time DT is the grand total of all the predetermined times for an operation OTR: The grand total of the Design Time and the estimated waste for a set of operations TSR: The grand total of the Operation Time for Reference and the total of the support function DVC hours

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 153

Product / Process Eng. – Process Architecture/Lean design
4a' - Manufacturing Time definition (Automated Assy) - P16
? Definition

? ? ? ?

UT : The time an equipment should take to manufacture a given quantity of good products or parts at the theoretical rate NEE: NEE = Sum of the Useful Times / Sum of the Plant Operating Times OEE: OEE = Useful Time of the line / Scheduled Production Time SUR: SUR = Sum of the DVC hours of the line / Plant Operating Time
Calendar Time: CT 24 hours a day, 7 days a week, 365 days a year
Equipment closed

Plant Operating Time : POT
NEE = UT / POT
NEE = OEE*U

planned down time
Utilization U = SPT/POT

Scheduled production time OEE= UT/SPT
OEE = Q * P * A

unplanned down time
Availability A =UPT/SPT

Up time
rate deviation
Performance P = RT/UPT

Running time
Non quality
Quality Q = UT/RT

Useful time : UT
quantity good products / theoretical rate

Actual waste for the manufacturing period

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 154

Product / Process Eng. – Process Architecture/Lean design
4b - Process Design / Lean Concept - P4, P16, P28
? Definition

?

LADM: Line architecture design methodology

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 155

Product / Process Eng. – Process Architecture/Lean design
4b - Process Design / Lean Concept - P4, P16, P28
? Specific principles assembly line

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 156

Changeover time : definition
" Changeover time is the total elapsed time between the last unit of good
production of the previous run, at normal line efficiency, to the first unit of good production of the succeeding run, at full line efficiency "

100 80
Efficiency
First good piece in the next run Slowing down Adjustment, settings

60 40 20 0

Changing tool

Changeover time
Last good piece in the run just completed

Time

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 157

Implementation: the 6 stages
Stage 1- Measure the changeover time 2- Identify internal and external elements
- Internal: the machine must be stopped - External: the machine can run

before / after machine stop

during machine stop

3- Convert internal steps to external steps
4- Reduce internal elements

5- Reduce external elements
6- Standardize and perpetuate the new changeover procedure

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 158

Measures common to KAIZEN and LEAN SIGMA
Define

D

Measure

M
mars-04 mai-04 avr-04 janv-04 févr-04
9 000

Analyse

A

Innovate & Improve

I
...

Control

C
LCS LCI

Problems Objectives The perimeter
Problem definition: Objective: Justification: Extent of impact: Expected repercussions: Project stages:

Evaluate present process performance
Couts reprises et matiè res sur XAPM
2500 2000 1500 1000 500 0

UCL 1000 0 -1000 X LCL

cout reprises:

Cout matiè re

Identify and quantify waste ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...
VA / NVA
Constat Voi es de Progr鑣
Al閍 toire Dis ponible Fr閝 uentiel

Define solutions
... ... ... ... ... ...

Perpetuate changes
Continuous monitoring

...

juil-04

juin-04

oct-04

nov-04

ao?t-04

sept-04

déc-04

DECOMPOSIT ION DU RI 2004(9)- XAPM

Simplified flowchart Just in Time Process

10

20

30

8 000 1 323 7 000

0,65
6 000 71 5 000

1 567
COE 118 Quai IE Maint 1205 Chgt de sé rie 489 Prod. Etiquettes 169 Mé nage 80 Auto Contr? 285 le AIC 29 Appro. 72 Inspection f inale 93 Inter poste 225 Lancement 125

0,79

1 121
Reprise Int. 42 Demoontage 28 Ré paration 1

D B F A C E Autres

4 000

8 299

0,74
3 000 3 133 2 000

1 085

K+ PB crayon optique 215 Emb. Specif 437 ALEAS 96

...
1 2
A B

Prepare deployment
3 4 5 6 7 8 9 10
C D
G

1 000

0

Project sheet

View data

TU

TSVA

K + Autres Dé perd.

CNQ

CVD PV Orga.

CVD NPV Orga.

TP

AIC Production Events Cycle AIC
Date of Issue: Revision Date Product Name Process Name Process Code # Control/Check Points Response to Abnormality Work Control Immediate Permanent Notes Instructions Code # CharacM W Who teristicsLimits ethod ho Fix Fix Issued by: Reason Approved by: Signature Flowchart

The process involved
P R O V I D E D
Input Processus Output

E H

F

G I J

Implementation schedule

AIC Support functions

SIPOC

C L I E N T S

Env oi ou 関 ac uation

Al閍 toire Fr閝 uentiel

CYCLE

CYCLE

Determine extent of waste

Env oi ou 関 ac uation D閜 lac ements

D閜 lac ements

Approv is ionner

Approv is ionner

Measure the impact

Valeur ajout閑

Valeur ajout閑

Ac tuel

Propos ition

Metaplan

1

Customer requirements
Couts reprises et matiè res sur XAPM
2500 2000 1500 1000 500 0

Determine root causes

2

Process quality plan

Risk analysis

12

Restore to key players
déc-04

ISO

Oper an M ue Proc ating l de edur form es atio n

Niveau de remplissage.

Documentation & Standardisation

Quantify project gains
mars-04 mai-04 juil-04 juin-04 avr-04 oct-04 janv-04 ao?t-04
cout reprises: Cout matiè re

Quality
Suivi du Niveau de service OF sem 36 à 43 Secteur XA P M (chdc et Chdx) 100% 90% 80% 70%

sept-04

févr-04

nov-04

Process duration

Cause and Effect
DVC support
functions Uncertai nties Non Quality

Nds OF

60% 50% 40% 30% 20% 10% 0% 36 37 38 39 40 Sem aine Nds xapm Standard Xapm Spé cif Nds XA P M ( spé cif +standard) 41 42 43 44

CVD extern to process

Identify problems and Potential causes
Time Spent TS

Set up the new process
O

LIS

LSS

s = 2.7 Cp = 0.4

s = Cp =

3.7 1.4

Level of service
DECOMPOSIT ION DU RI 2004(9)- XAPM
9 000

Operator activity Frequential non VA

Operation Time OT

Design Time DT

Cyclic non VA

VA

NVA

Build on gains
22 21 20 19 18 17 16 15 14 13 12
O O ? X ? ? X X X X ? X ? O O X ? O X ? O X ? O O ? O ?

8 000

R閟 ultats

7 000

0,65
6 000 71 5 000

Useful Time UT

1 323

1 567
COE 118 Quai IE Maint 1205 Chgt de sé rie 489 Prod. Etiquettes 169 Mé nage 80 Auto Contr? 285 le AIC 29 Appro. 72 Inspection f inale 93 Inter poste 225 Lancement 125

0,79

KE = DT/OT

KS = OT /TS

Points d抋 pprentissage
? ? ?

1 121
Reprise Int. 42 Demoontage 28 Ré paration 1

4 000

8 299

0,74
3 000 3 133 2 000

1 085

K+ PB crayon optique 215 Emb. Specif 437 ALEAS 96

KD = UT/DT

1
TSVA K + Autres Dé perd. CNQ CVD PV Orga. CVD NPV Orga. TP

2

3

4

5

6

7

8

9 10

Actions
suite

1 000

0
TU

IE / OEE

Eco Performance

Process

Data
MADC / AIC / Architecture

Learning

What critical parameters, What needs and what is the current level of FLV&IC SPS Deployment Dept. requirements? performance?

What causes, what interactions?

What improvements and what implementation procedure?

How long will the
SPS Assessment training Improvements last

?

page 159

Process Control Plan
Part 1: Process Steps
Manufacturing Process
Control Step

Checking / Control Parameters

Checking / Control Process
Inspection Systems Corrective Action Mean/Tool Product Machine / Station / Tool

Step

Operation

Machine / Station / Tool

Type

Product Parameter Process Parameter Criticity

Limits

Auto 100%

SPC

Manual Inspection

Freq.

Define each step of process
Manufacturing Process

? Step: order of operations – 10, 20 , 30 …
Step Operation Machine / Station / Tool Type

? Operation:

what is realized on the product

? Machine / Station / Tool: ? Type : Manual / Auto

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 161

Process Control Plan
Part 2: Checking / Control Parameters
Manufacturing Process
Control Step

Checking / Control Parameters

Checking / Control Process
Inspection Systems Corrective Action Mean/Tool Product Machine / Station / Tool

Step

Operation

Machine / Station / Tool

Type

Product Parameter Process Parameter Criticity

Limits

Auto 100%

SPC

Manual Inspection

Freq.

Define each step of control
Checking / Control Parameters

? Control Step: order of Controls/Checks
Control Step

Product Parameter Process Parameter Criticity

Limits

? Product Parameter:
product

parameter controlled on the

? Process Parameter:
machine / process

parameter controlled on the

? Criticity: Critical / Major / minor (FMEA Analysis) ? Limits: Acceptance limits

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 162

Process Control Plan
Part 3: Control Methodology & Corrective Action Plan
Manufacturing Process
Control Step

Checking / Control Parameters

Checking / Control Process
Inspection Systems Corrective Action Mean/Tool Product Machine / Station / Tool

Step

Operation

Machine / Station / Tool

Type

Product Parameter Process Parameter Criticity

Limits

Auto 100%

SPC

Manual Inspection

Freq.

Define Method of control and Corrective Action ? Auto 100%: automatic control
? Poka Yoke: control at source (before operation) ? Jidoka: control after operation
Auto 100% SPC
Manual Inspection

Checking / Control Process
Inspection Systems Freq. Mean/Tool Corrective Action Product Macchine / Station / Tool

? SPC: Statistic Process Control
? Control card
? Capability analysis: Cpk / Cmk ? Corrective

Action (if defect detected)

? Product : action on product –Rework, scrap … ? Process: action on process –Stop, set-up, maintenance …

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 163

Process Control Plan
Example
Process Control Plan
OD / Division / Plant Process - Ref. Product - Ref
Manufacturing Process
Control Step

Ref.
Validation 1 Validation 2 Validation 3 Checking / Control Process
Inspection Systems Corrective Action Mean/Tool Palett Capability Poka Yoke Jidoka Control Card Poka Yoke Jidoka 1/250 Profile Projector Bar Code reading Sensor Product = Rework = Scrap (1 Product) Macchine / Station / Tool Palett Checking Tool Setting Maintenance Stop 1st defect / Maintenance Setting

Creation Revision

Date Date Checking / Control Parameters

Date Date Date

Step

Operation

Machine / Station / Tool

Type

Product Parameter Process Parameter Criticity

Limits

Auto 100% Poka Yoke

SPC

Manual Inspection

Freq.

10 20 30

Bracket Loading Arm Bending Springs Assembly

Loading Station Bending Station Assembly Station 1

Manual Auto Auto Auto

C1 C2 C3 C4

Position Angle 45° Reference Presence

Major minor Critical Major

+- 0,5 mm +-2° 3 Ref. 3 Springs

40

Greasing

Assembly Station 2

Auto

C5

Quantity

Major

1g +- 0,5 g

1/50

Weighting

=

50

Labelling

Unloading Station

Manual

C6 C7

Reference Presence

Critical Critical

15 Ref

Bar Code reader Sensor Work Instruction / samples Rework Stop 1st defect / Maintenance SIM Management / Training / Work Instruction

C8

Position

minor

Visual

100%

Rework

10

20 Cpk C2

30

40 SPC C5

50

C8

PY
C1

PY
C3 Auto C4

PY
C6 Auto C7

FLV&IC SPS Deployment Dept.

SPS Assessment training

page 164

Appendix 1 : Quotation for Product FMEA Processus FMEA / Service FMEA
? SEVERITY
failure can ...

? OCCURENCE
failure can appear ...

? DETECTION
?
? ? ? ? ? ? ? ? ?

?
? ? ? ? ? ? ? ? ?

10 Injury a customer or an employee
9 be illegal 8 make product or service unsuitable for use 7 Generate extreme customer dissatisfaction 6 Generate partial dysfunction 5 Cause decreasing performance which can lead to a complaint 4 Cause slight degradation in performance 3 Cause small trouble 2 escape noticed : small effect in performance 1 escape noticed and no effect in performance

?
?

10
9

once a day or more
once 3 - 4 days 5 to 10 %

10

failure is undetectable

9 failure is occasionally searched for some parts 8 parts are systematically controlled 7 100% manual inspection 6 manual inspection with mistake corrections 5 Process is under control (MSP / SPC) and manually inspected 4 MSP / SPC used with instant reaction 3 MSP / SPC as hereunder + 100% inspection if out of limits 2 100% automatic Inspection 1 Failure is evident and cannot affect customer

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