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
één voor één
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 (VSM)
31
DE-AERATION LASERLAS-TOP
US-WELD
LEAK TEST CUTTTER
LASERLAS-BOT
VISUAL CONTROL SA DISC
DISC TRAY 2BIN
FOIL TOP ROLLER 2 EQUIP 1 SAS
BEM HOLDER BAG BLUE CONTAINER 2BIN
SA DISC TRAY CART 2BIN
SPOT
MEMBRANE SCALE 2BIN
MiniRack 30 MiniRack 30
MiniRack 30 MiniRack 30
Spotter tray 8
Office Cell
KMO
Conclusie
F H I G j
F H I G j
F H I G j
F H I G j
F H I G j
Roles
Obstacles
Facts and Data
Learning Technical
Step-by-step
Resistance
New Organization
EQUIPMENT METHODS
CONDITIONS PRINCIPLES
KPI Financial results
New Roles
Current status Future status
The Smart enterprise Programs
Based on TQM – TPM- LEAN – SIX SIGMA – QRM
IT Systems
37
MRP/ SCADA SAP AX Navision PROCOS
Visual control on the work floor Operator
IT Data and calculations
Operational correction optimalisation Supervisor
Screens
Feature simulation
Vragen?
38