Lean Manufacturing Napoli G.Baratto

Transcript

1 Lean Manufacturing Napoli G.Baratto

2 FATTORI DI COMPETITIVITA Supply Chain Evolution TRADITIONAL SUPPLY CHAIN End users Prime Company X End Products Development and Design Component Design Quality Assurance Components Assembly Final Assembly and Devivery to the End Users Component s inspectioin Industrial Coordination First tier suppliers Components Manufacturing Company B Company C Company D Second tier suppliers Company E Company F Company G Company H Company I Company L Company M Company N End users PARTNERSHIP SUPPLY CHAIN Prime Transfer of responsabilities and actvities to fewer first level manufacturers. Each Supplier externalize and delegate End Products Development and Design Company X Final Assembly and delivery to the End User Industrial coordination Global Partners Chain First tier suppliers Second tier suppliers Company E Company C Components Design and manufacturing Assembly of Components into sub-assemblies Company A Quality Assurance Supply Chain Consolidation & Management Company B Company D Small Prime Thirs tier suppliers Company E Company F Company I Company L Company M Company N

3 New Business Model Main Responsibilities PRIME Project Architecture Definition & Ownership; Large Scale System Integration (platform); Marketing & Sales (including financing); After Sales Services; Industrial Coordination Global Partners Chain. SMALL PRIME Development & Design Components; Assembly components into major equipped subassembly; Supply Chain consolidation & coordination; Quality Assurance; Risk-share (cost, technology, market);

4 New Business Model Key Capabilities Small Prime Key Capabilities Technology and Processes Innovation; Engineering Capabilities; Production Capabilities; Program Management; Supply Chain Management; Quality Assurance; Financial Resources for Investments; In Country presence in Strategic Markets.

5 Partnership - Business Model evolution 3 rd tier 2 nd tier Primes 1 st tier ~ 50 pl. > 1000 players Aeronautics Structure Manufacturers : ongoing evolution PRODUCTION PYRAMID ~ 5-8 pl. ~ 50 players > 1000 players Primes Small Primes Subsystem Suppliers Component Suppliers

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9 Systems Global Lean Strategy

10 Tool di di Lean Management 1. VSM - Value Stream Mapping Analisi del flusso del valore di un processo 2. VE - Value Engineering Ingegnerizzazione del valore 3. 5S - Sort, Straighten, Shine, Standardize, Sustain Selezionare, Semplificare, Pulire, Standardizzare, Mantenere 4. DKW Distribution Kaizen Workshop Miglioramento in ambito Logistico 5. 3P - Production Preparation Process Progettazione ed implementazione di un nuovo processo

11 1. Definire il VALORE dal punto di vista del Cliente (ciò per cui il cliente è disposto a pagare); 2. Identificare l intero FLUSSO del VALORE (per evidenziare i MUDA sprechi - nell intera Supply Chain); 3. Far FLUIRE le attività (lavorare per processi e non per funzioni, senza interruzioni, attese, rilavorazioni); 4. Lavorare PULL e non PUSH (fare quello che serve quando serve, solo su richiesta del Cliente); 5. Attuare sessioni di KAIZEN (miglioramento continuo).

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13 LEAN ROADMAP Lean / Core Competencies Alignment 200X Continuous Improvement 200X 787 Fuselage Advanced Technology TBD 2007 Integrate Lean Enablers Elevate Lean To Next Level 787 Horizontal Stabilizer Advanced Technology 3P Integration 777 Flap Assembly Pulse Line Paced Work Cells Balanced Line Synchronized Kit Delivery Mistake Proofing Develop Lean Basics Integration with Customer Lean Assessment Value Stream Maps

14 PERCHE UN APPROCCIO LEAN Le più grandi opportunità di tagliare gli sprechi sono nella Terra degli sprechi situata dovunque nella Fabbrica : gli uffici, l engineering, la fabbricazione, l area dei servizi John R.Black Director Lean Manufacturing R&D Boeing Airplane Group

15 Lean Manufacturing The method of reducing cost and increasing profit through the elimination of waste. Typical Company VA NVA Original Lead Time Traditional Manufacturing Improvement Lean Waste Reduction VA VA NVA NVA Time Major Improvement Minor Improvement

16 Criterio di applicazione della tecnica Kaizen Selezione processo da migliorare Formazione team lavoro Acquisizione metodi e tecniche analisi Raccolta dati reali Definizione obiettivi miglioramento Evento Kaizen Verifica efficacia intervento e follow-up Esempi eventi Kaizen Area intervento Missione Unità misura Rilevazione pre-kaizen Rilevazione post-kaizen Saving Saving % 4 Ricezione/immag. Parti di Acquisto finito (Pomigliano) 4 Riduzione lead time 4 Giorni 4,5 4-84% 4 Clean room B767 4 Recupero area per altri programmi 4 ) La logica del kaizen prevede una mappatura sul campo dei dati caratteristici del processo da efficientare, l identificazione di aree di miglioramento e la verifica sul campo mediante degli eventi kaizen dedicati

17 Workshop Staff Casoria Nola Caselle Pomigliano foggia Ws 31 Ws 60 Ws Tot.108 Ws

18 Lean Vision Traditional approach Value stream mapping Jit, Pull System Continuous improvement Lean Organization Takt time production Visual control, Multiskill, LEAN ORGANIZATION GOING TO Over capacity Buffer Back Up/recovery planning Multilevel organization Strong Production Planning Strong functional/job organization/formal reporting Lean approach

19 5s Sicurezza Ambiente e Pulizia Open space Ambiente di lavoro Flusso Takt time Cliente-Fornitore One-piece flow Celle / Supply Chain Kanban / Jit / No scorte Kaizen CIP Tools World Class KPIs Ricerca della Perfezione FOCUS SU CLIENTE Qualità Six Sigma TQM Jidoka Poka Yoke Visual Management Diffusione Informazioni Andon e Segnali Tutto a vista Diffusione e Trasparenza Team Empowered Work Responsabilizzazione Livelli decisionali Gruppi interfunzionali Funzioni fonti di formazione e metodo Linee di prodotto 19