KMO Presentatie Overzicht

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  • KMO

    Management

  • Hierarchy Traditional Communication

    2

    Management

    Middle Management

    VALUE STREAM FOR THE CUSTOMER

    Meetings

    Mails and calls

    CEO

  • Traditionele Over de muur Batch Processing

    Het inkomende werk sorteren

    Berekenen van het werk

    Eindkeuring/ Contact met de klant

  • I N P U T S

    K L A N T

    SPAGHETTI - ORGANISATIE L E V E R A N C I E R

    O U T P U T S

    ZONDER TEAMWORK

  • PROCESMANAGEMENT

    PROCESGERICHTE ORGANISATIE

    I N P U T S

    L E V E R A N C I E R

    K L A N T

    O U T P U T S

    TOEGEVOEGDE WAARDE

    TEAMWORK

  • Titel . Activiteiten

    LEAN

    Inputs Inkomende materialen

    Outputs Eind product

    SIX SIGMA

    Startevenement

    Regels ISO 9001 Controles

    Doelstellingen Lage kosten

    Korte Lead Time Scrap rework 0%

    Eindstatus

    Actoren

    Middelen

    Belangengroepen

    Plaats:

    Supplier:

    Customer

    Preventieve Correctieve

    Acties Verbeterprojecten

    Lean Six sigma

    Process & Project

    7

  • Customer Supplier Customer Supplier Customer Supplier

    IN -

    PUT

    OUT -

    PUT

    PROCESS 1

    IN -

    PUT

    OUT -

    PUT

    PROCESS i

    IN -

    PUT

    OUT -

    PUT

    PROCESS n

    Quality Hands-off Responsibility

    The Process approach

  • Time management

    IMPROVE

    DAILY

    WORK FIRE FIGHTING

    DAILY

    WORK FIRE FIGHTING

    IMPROVE

    LEARNING

    DAILY

    WORK FIRE FIGHTING

    IMPROVE

    LEARNING

    DAILY WORK

    SATISFACTION

    FIRE FIGHTIN

    G

    Communication

  • KMO

    Veranderen

  • Uw bestemming

    (=VISIE)

    Concentreer u op verbeteringen op de weg

    NIET OP DEZE !

    De weg is meestal bezaaid met

    grotere en kleinere hindernissen

    Verwijder

    grote hindernissen

    n voor n

    Het strategisch plan is de

    WEG naar de toekomstige

    gewenste situatie

    Verwijder voortdurend

    kleinere hindernissen door

    Continue verbetering

    Uw start

    (=Huidige situatie)

    39

  • INNOVEREN

    BIJ INNOVATIEGERICHTE BEDRIJVEN :

    IN STAND HOUDEN

    ( = STATUS QUO BEHOUDEN )

    BIJ TRADITIONELE BEDRIJVEN :

    Topmanagement

    Middenkader

    Ploegbazen

    Uitvoerenden ( = STATUS

    QUO BEHOUDEN )

    VERBETEREN

    =

    INNOVEREN

    20

    NA ELKE INNOVATIE DREIGT VERVAL !

    ELK NIEUW SYSTEEM

    GLIJDT AF NAAR CHAOS

    TENZIJ :

    MEN ZICH CONTINU INSPANT

    OM HET STATUS QUO

    TE BEHOUDEN !

    WESTERSE VISIE OP DE BEDRIJFSVOERING :

    TRADITIONELE

    WESTERSE

    SPRONGSGEWIJZE

    INNOVATIE

  • STREEF NIET ENKEL NAAR STATUS QUO

    INNOVATIES

    VERBETEREN

    .

    KAIZEN !

    MAAR TRACHT HET SYSTEEM

    CONTINU TE VERBETEREN

    IN KLEINE STAPPEN !

    .

    .

    .

    CONTINU

    VERBETEREN

    SPRONGSGEWIJZE

    INNOVATIE MET

    CONTINU VRBETEREN

    INNOVEREN

    IN

    STAND

    HOUDEN

    ( STATUS QUO BEHOUDEN )

    IN STAND

    HOUDEN

    ( = ONDERHOUD ;

    STATUS QUO BEHOUDEN )

    Topmanagement

    Middenkader

    Ploegbazen

    Uitvoerenden

    JAPANSE VISIE OP DE BEDRIJFSVOERING :

  • Understand direction

    Understand Current

    state Define CONDITION PRINCIPLE

    PDCA Experimenting

    Obstacles Facts and Data Step-by-step

    Resistance

    KPI Financial results

    Learning Technical

    Improvement management Process output

    DEFINE IDEAL STATE

    DEFINE FUTURE STATE

    Roles

    GO AND SEE

  • Understand direction

    Understand Current

    state DEFINE

    CONDITION PRINCIPLE

    PDCA Experimenting

    Obstacles

    Facts and Data

    Step-by-step Resistance

    KPI Financial results

    Learning Technical

    Roles

    New TPM Organization

    New Roles

    Improvement management TPM Culture level

    DEFINE IDEAL STATE

    DEFINE FUTURE STATE

    GO AND SEE

  • Change/ Exercise

    16

    IT Manager Q Manager Manufac

    Operator Finance Maintenance

    General Manager

    Black Belt L6S

    Future

    Current

  • KMO

    Performatie / Kosten

  • INDICATOREN

    Upda t e P TO

    T e schr i j ven

    T e her zi en

    Reeds

    geschr even

    Reeds her zi en

  • 1 4 21

    IC/T=10 s

    Cutting

    C/O=10 min

    C/T=8 s

    Welding

    C/O=15 min

    UP=95%

    IC/T=7 s

    Bending

    C/O=20 minII

    C/T=22 s

    Production

    preparation

    C/O=1 h

    UP=95%

    IUP=95%UP=90%

    4.919 EURDirect labor 24.472 EUR

    Servicing and maintenance 1.600 EUR

    Energy 4.960 EUR

    Space 100 EUR

    Other costs 45.958 EUR

    Internal logistics 1.258 EUR

    Total 92.639 EUR

    Overhead costs 52.176 EUR

    8.384 EUR 4.589 EUR

    6.580 EUR

    1.600 EUR

    1.308 EUR 1.549 EUR 1.123 EUR

    45 EUR

    100 EUR

    Spare parts 10.266 EUR 1.217 EUR

    794 EUR

    8.255 EUR

    4.960 EUR (S2 i S3)

    1.258 EUR (S2 i S3)

    45.958 EUR (S2 i S3)

    Direct costs 40.463 EUR

    Machine depraciation 4.025 EUR

    Mo

    du

    le 1

    Va

    lue

    str

    ea

    m

    Graphical representation that allows for easy and convenient problem identification and solving. Allows

    you not only to read costs but also to see them and to easily associate them with appropriate processes

  • KMO

    Service Adminstratie

  • Quotation Rep 1

    Quotation Rep 2

    Quotation Manager

    Stamp, Sign

    & Date RFQ

    Customer Sends

    RFQ

    Estimation

    Manager

    Document Keeper

    Estimation

    Assistant 1

    Estimation

    Assistant 2

    Fill out

    RFQA

    Make 2

    copies

    Fax RFQA to

    Customer

    Fill out

    QEF

    Make 2

    copies

    Log information

    In Quotation

    Log

    Verify

    & Sign

    Log information

    In Estimation

    Log

    Verify

    & Sign

    Check with

    Warehouse

    & fill in QEF

    Update

    In-stock

    level

    Check with

    Production

    & fill in QEF

    Calculate cost

    And complete

    QEF

    Verify

    & Sign

    Log info in

    Estimation

    Log

    Make

    Copies of

    QEF & RFQ

    Review

    & Sign

    Generate

    Quotation

    (Q)

    Review

    & Sign

    Make 2

    copies

    Log info in

    Quotation

    Log

    Receive

    Q and fax

    To customer

    Report to

    BOSS

    Copier/ FAX

    Document Deliverer

  • One document operator

    22

    Permanent Repetitive On demand 80%

    FIFO

    Max =

    FIFO

    Max =

  • voor

    23

  • na

    24

  • KMO

    Engineering

  • Time=Costs+frustation+costs+ Project example

    Become the Project from the

    customer

    Difficult forecast planning

    A lot work in progress/process

    Normal projects post phoned

    Priority urgent projects

    Many faults rescheduling crash meetings

    Long Lead time

  • 27

    Manufacturing Engineering

    Design

    Marketing Sales Customer / Sales

    Finance

    Factory work floor

    Management

    Customer

  • Robot manipulator

    F

    V

    C

    R =0,01m

    N

  • Measure Improve

    Calibration

    Sonotrode Inlaid Adjustment

    Experiments

    Problem

    0

    QUALITY CONTAINER LEAK (FLOW RATE DURING PRESSURE TEST)

  • KMO

    Maakindustrie

  • Production

    Lead time = 23.6

    Days

    Value-

    Added = 188 s

    time

    .

    2.7

    Days

    7.6

    Days 5 Days 1 second 39 sec. 1.8 Days 46 sec. 62 sec. 2 Days 40 sec. 4.5 d.

    C/T=1sec

    C/O=1hour

    Uptime=85%

    27,600 sec. .

    EPE=2weeks

    C/T=40sec

    C/O=0

    Uptime=100%

    2 shifts

    27600 sec. .

    C/T=62sec

    C/O=0

    Uptime=100%

    2 shifts

    27600 sec. .

    C/T=46sec

    C/O=10 min

    Uptime=80%

    2 shifts

    27600 sec. .

    C/T=39sec

    C/O=10 min

    Uptime=100%

    2 shifts

    27600 sec. .

    I

    Coils

    5 Days

    I

    4600L

    2400R

    I

    1100L

    600R

    I

    1600L

    850R

    I

    1200L

    640R

    I

    2700L

    1440R

    200 T

    Raw ref

    Waiting zone

    delivery Turning

    1

    Sharping

    1

    Honing

    1

    Heat treat

    1

    Production Planning

    MRP

    90/60/30 day

    Forecasts

    Day

    Order

    6 weeks

    Forecast

    Week

    Fax

    Week Schedule Day delivery

    schedule 1X

    day

    18,400 Dossier/m

    -12,000 L

    -6,400 R

    Tray= 20 Dossier

    2shifts

    Client Supplier

    Th.+

    Tu

    Value Stream Mapping (VS