Nachhaltige Produktivitätssteigerung durch Stabilisierung und ... · Nachhaltige...

Sustainable Productivity Improvements

Nachhaltige Produktivitätssteigerungdurch Stabilisierung und kontinuierlichedurch Stabilisierung und kontinuierlicheVerbesserung von Fertigungs- und Logistikprozessen

1 Internal | C/MPS | 8/22/2008 | © Robert Bosch GmbH 2008. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.


The System approach of BPSThe System approach of BPS

Current Ideal

Targets

Principles

situationIdeal

conditionElements

• Zero failure• One piece flowp• 100% value added

Waste free production


Waste free production


System approach based on value stream designTarget 2007: reduce lead time from 3 to 1.2 days

R d t I t d P ll R d EPEI t 1 f

System approach based on value stream design

Reduce setup time from 10 to 4 min with Quick Change Over

Introduce Pull System with Kanban & Supermarket Implement Milkrun with

frequency 2x/h

Reduce EPEI to 1 for Leveled Production

Implement Standardized work & Reaction SystemsAnalyze

and xoxo

design value stream

A i i R ibl D SActivity Responsible DateImplement milkrun assembly

Reduce lot size assembly to …

Status……

……

…………

Generate implemen-tation plan



From implementation to continuous improvementFrom implementation to continuous improvement

Implementation of elements is insufficient to achieve sustainable business results

TargetsBPS – elements result in standards which are highly visible on the work floor

Principles

Elements Standards enable team members and leaders to see abnormalities and fluctuation and react

Standardized work, quick setup, milkrun, levelling, … quickly with improvement activities


How can standards lead to continuous improvement? (1)


Standardized work on production lineCyclic operator movement, defined inventory A FA F


y p yDefined cycle times (man, machine)

… resulting in high transparency on the lineWhat keeps the operator from working consistently to standard ?

B

C DEB

C DE

y

Cyclic material supplyCyclic material supply routesDefined timing of milk runs

AB E

FAB E

Fg

Defined inventory (min/max) in locations….resulting in high transparency in material supply

What keeps the material handler from working consistently to standard ?

BC D

EBC D

E

y

Quick Change overDefined movement of setters, location of toolsDefined internal/external setup times

AB

C DEFA

BC D

EF


p……




LevelingRepetitive production sequence

production plan inventoryA B

Repetitive production sequence Leveled VolumeDefined finished goods Inventory, withinmin/max – limits

A A B B A

production plan

B B B B B

mo tu we th fr

Ø

mo tu we th fr

inventory

lot size

production

production

i

What keeps manufacturing and logistics to run according to the defined standard ?

A A A A A

mo tu we th fr

Ø

mo tu we th fr

mix

Supermarket, KanbanFixed inventory positions in supermarketMin/max – Inventory limits Montage

Clear address and quantity on Kanban card…..


Problem solving leads to continuous improvementSustainable Productivity Improvements

Problem solving leads to continuous improvement

Solve

Standard (inter-mediate target)Problems

Expose

Reality (actual condition)

* Source „Mike Rother“

Expose

Standard

Performance It is easy to set a standard (Milk run, Kanban, Work std., …)

time

But it is Hard Work !! to achieve a standardActual

Performance


Continuous Improvement at Bosch (CIP)Sustainable Productivity Improvements

p ( )

System-CIP: TOP DOWN planning of Targets and projects based on Value Stream Design ( Alignment, Periodically)

Set new standardPerformance

High Stability reached Time

Point-CIP: Daily bottom up activities to stabilize and improve processes ( Speed, Daily)


Standardized work in the „Real World“Sustainable Productivity Improvements

„Wait on material

Cycle timeFixture problems

A

B E

FAA

BB EE

FF1

3

Standard

Reality

Output

C DCC DD

Standard

Cycles

Excess walking Cycles

If problem solving capability is insufficient,

• standardized work can not be developed,Challenge:

D l l d t• leveling will fail,

• pull System will not be effective…..

sustainable results cannot be achieved !

Develop leaders to perform and guide team members in practical problem solving activities


sustainable results cannot be achieved ! p g

Where do we start? Analyzing the current value


Where do we start? Analyzing the current value stream…

Value stream analysis reveals many opportunities to reduce lead time, but:

Header of section

• so many activities, what is priority?

• mainly working with averageHeader of section numbers. Fluctuations are notaddressed systematically

• constant workflow (standards) not achieved, leading to insufficient cost reduction and frustration of team members


Where do we start? – Leveling is key!!


Where do we start? Leveling is key!!

Start improvement activities on process next to

IMS4

LOG

Fertg steuereron process next to customer (pacemaker) !

• pacemaker process isconnecting all processes

77.000 Kunden

Kundentakt sec/St3,7

Abholfrequenz /Tag

Zulieferer

600

Fertigungs-steuerung

Fertg.-steuerer Vorfertigung

Fertigungsplan mit Linienbelegung Kommutatorlager

KT sec2,1pct sec1,6OEE %84

Anzahl MAE1Anzahl MA /Sch Teamleiter

Werkstatt-Lieferplan

connecting all processesfrom suppliers, fabricationwith customers

• pacemaker stability is key

46415.000

Abholfrequenz /Tag

Endmontage D1

KT sec3,7

pct sec3,0

Planetengetriebe

KT sec

Versand

Zykluszeit secValue

Anzahl MA / Sch.4

2089.600 1.500Restmengen

Teamleiter2,3

pct sec4,8OEE %70

Anzahl MAE3Anzahl MA /Sch

Polgehäuse


Anzahl MAE2Anzahl MA /Sch3

Fertigungs-reihenfolge D1

V dStoffeingangpacemaker stability is keyto achieve cost reductionsin the value stream

• without pacemaker stability

OEE %74,1

Umpacken

Zykluszeit sec

Anzahl MA1

Schichten

Taktzeit sec3,6Anzahl MA15Schichten3

OEE %Anzahl MAE

Anzahl MAE 1

Anzahl MA 15

Schichten 3OEE %

Anzahl MAE

168

Ankerfertigung


Anzahl MAE7Anzahl MA /Sch

Ankerwelle

4.800

67.000

Versand17.800

Stoffeingang

345.000 .301.000

p yimprovements will not beeffective (system collapse)

Create stable (leveled) condition on pacemaker process first!

Start here


Create stable (leveled) condition on pacemaker process first!


Summary: Improvement never stops!

Intention of BPS-Elements is to set highly visible standards (target

Summary: Improvement never stops!

g y ( gconditions) as base for continuous improvement activities.

Continuous reduction of fluctuations is key for sustainable improvementsContinuous reduction of fluctuations is key for sustainable improvements enabling constant workload for team members and machines (no waiting time, no overburden, less confusion) resulting in high quality and productivity.

Challenge is to enable leaders to set and communicate appropriate target conditions and to guide team members through the problem solving process. Beside training activities experienced coaches are necessary to developBeside training activities experienced coaches are necessary to develop those capabilities in practical applications.


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