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Shanghai
Nov 14, 2013
Lin Huiqi
Lean production case study in China
Lean & TPM implementation KSF for European companies in China
- Winning and Growing in China -
1 C 2013
Lean production towards modern manufacturing industry
Market/Competition
Pressure
Local costs goes up…
Customer diversity…
2 C 2013
Improve
QCD
Just In Time
Delivery
JIDOKA
(Automation)
Pull
Continuous
Flow
Production
Tact Time
Built in
Quality
Man Power
Saving
MUDA
(waste)
Abnormality
KAIZEN
daily
continuous
improvement
HRD
(Human Asset)
Profit
(survival)
TPS ( Toyota production system ) outline
3 C 2013
Pillars of Lean
5S
is
Fo
un
datio
n
Continuous
Improvements
Waste Reduction
•Genchi-Genbutsu
•Eyes for Waste
•5 why
•Problem solving
Right-parts, right
amount, right time
•Tact Time Planning
•Continuous Flow
•Pull System
•Quick Change Over
•Integrated Logistic
Leveled Production (Heijunka)
(In-station Quality)
Make Problems Visible
•Autonomous Stops
•Andon system
•Person-machine separation
•Error proofing
•In-station quality control
•Solve root cause of problems
Stable and Standard Processes
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Morale
Through shortening the production flow by eliminating waste
People & Team Work
•Selection
•Right decision making
•Common Goals
•Cross-Training
JIT Jidoka
4 C 2013
Concrete lean production system
5S activity
Continuous improvement
Man, Machine, Material, Method
Eliminate waste mind
Chinese
Culture
European
Culture
Productiv
ity Quality Cost Delivery Safety Morale
JMAC China Lean “House”
5 C 2013
Training
Guidance
Diagnose
Approach
Implementation
Finding problem
“ Problem solving approach ”
Lean tools and methodology
Advice for solving the problems
Follow the lean implementation
Set Kaizen target
P D C A
Lean knowledge transfer
Consultant
Experience and Tips
Help to achieve the targets
Case study 1: Italian “Z” company in China (Large size)
Maintain the results and create long term lean production system
6 C 2013
Case study 1: Italian “Z” company in China (Large size)
Productivity
W I P
Quality
Lead Time
Production
Space
Production
Dept.
Quality
Dept.
Engineering
Dept.
Logistics
Dept.
R&D
Dept.
Top
Management
7 C 2013
Lead time 20%
W I P 35%
Productivity 20%
Defective 50%
Efficiency
5S , VM
Knowledge
Mindset
Tangible
Results
Intangible
Results
Production space
20% Lean System / Culture
Case study 1: Italian “Z” company in China (Large size)
8 C 2013
Lean
“Rookie”
Lean
“Average”
Lean
“Mature”
HRM
“Rookie”
HRM
“Average”
HRM
“Mature”
Case study 2: Italian company “C” in China (Small size)
Now 2 Years before Future
9 C 2013
Case study 2: Italian company “C” in China (Small size)
Lean
implementation HRM
Lean
Knowledge
Practice
Lean system
Strong
Experience
HRM
Assessment
Mutual trust
Problem
Empowerment
Capability
Enhancement
Good human resources to do Right lean implementation
10 C 2013
Lean production
Training
Start Lean HRM
Assessment
Lean small practice
HRM
Empowerment P1
HRM
Empowerment P2
Lean HRM
Create
Lean concept
Find HRM
Problem
Obtain the
Knowledge
Achieve
Tangible results
Lean production
implementation
More efficient
to the operation
Solve HRM
problem
Countermeasure
Implementation
HRM
Empowerment P3
Capability
development
Create Lean system Develop Local Human assets
Case study 2: Italian company in China (Small size)
11 C 2013
KAIZEN (change mind)
Eliminating Wastes (change attitude)
Improve Productivity & QCD
(change work site)
Increasing
Company’s Profit
Increasing
Employees’ Satisfaction
Increasing
Customers’ Satisfaction
Objective of Kaizen
12 C 2013
The reality of Lean implementation
Timing for lean?...
- Hurry up !
Company won’t change is the most dangerous things
Our staff have no motivation on lean implementation…
Our staff is lack of knowledge…
Our company won’t be change, because we are good enough….
We don’t have time…we are busy
We don’t have extra budget work on lean…
Japanese way is not suit for us…
13 C 2013
Resource for lean?...
- Human assets !
Human assets is most valuable recourses in the company !
How to manage your staff with company lean implementation ?
How to motivate your staff of doing Kaizen activities ?
How to change your staff’s mindset ?
How to cultivate your staff for company sustainable development?
The reality of Lean implementation
14 C 2013
Lean implementation KSF for European company
Lean
System
Process
Regulation
Assessment
Understanding Adopt lean thinking and culture from top to down level
Create “ daily ” lean implementation process
( P, Q, C, D, S, M on 4 M )
To ensure people follow by the right Lean process
( Established the regulation, make people compliance)
Evaluate staff lean production performance ( Related to KPI )
Human
Asset
Career
Planning
Capability
Development
Motivation
Communication Create good and efficient communication atmosphere from top
management to the down management level
Help staff to establish their clearly career path and also integrated
their willing.
Help staff to define their strong and weak capability and to improve
in order to taking their roles and responsibility better.
Give staff motivations to do the lean production
Implementation ( Tangible and intangible benefit for them )
15 C 2013
Best mix way for lean implementation
Aiming for
Increase productivity
Improve quality
Cost reduction
Shorten lead time
Improve profitability, etc.
Implement localized &
customized standard
program on shop floor led by
Chinese!
Lean
Implementation
Change
Company
Culture
Change
Company
Performance
Change
Employees
Mind