Transcript スライド タイトルなし - Home | Association for

TG Fluid Systems, USA Corporation
AME Annual Conference, 2010
Who is Toyoda Gosei?
• 25,000 Employees
• Four Business Units
Int/Ext, Body Sealing, Safety Systems &
Functional
• $6 Billion Sales
• 16 Countries
• 45 Facilities
– North America, 9 Manufacturing Divisions
2
Introduction to TGFSUS
• 1996: Started Production as Eagle-Picher Fluid Systems.
– Manufacturing Location: Green Oak Township, Michigan
– Sales and Engineering: Green Oak Township, Michigan
• 2000: Toyoda Gosei Acquired Eagle-Picher Fluid Systems
• 2000: Changed name to TG Fluid Systems USA
Corporation
• 2004: Moved operation to Advance Street, Brighton
3
TG Fluid Systems, Summary
• Plant Floor Space: 56,000 Sq. Ft.
• Warehouse: 20,000 Sq. Ft.
• Office Space: 14,000 Sq. Ft.
• Team Members: 215
– Hourly: 173
– Salary: 42
4
TGFSUS Ownership
Subsidiary of Toyoda Gosei North America
– Directors of TGFSUS:
• Hiromi Ikehata (Chairman)
• Scott Maly
Toyoda Gosei North America- subsidiary of
Toyoda Gosei Company Ltd
5
What is our Purpose?
• Rapidly respond to the needs of Fuel
Tank manufactures.
• Requires:
– Product Technology
– Design Support
– Competitive Cost
– Rapid Response
6
The Tank System We Support
• Fuel Feed and Return
• Fuel Fill
– Canister Vent Systems
– Recirculation
– Fresh Air
• Running Loss
– Vent Line
7
Vision, Values and Mission
• Vision:
Through superior support to our customers,
our customers advocate TGFSUS.
• Values:
Focus for growth; Innovative solutions;
Passion to deliver; Enthusiastic leadership;
Trustworthy and Loyal
• Mission Statement:
To provide globally innovative, dependable
solutions that customer's value.
8
Fuel System Market, Tank Only
12M SAAR
9
Customer Base 2010
10
Revenue
*Forecasted
11
TGFS Manufacturing System
• Hoshin Kanri- Business Planning
–
–
–
–
Vision, Values, Mission and Goals
Key Initiatives
Key Operating Indicators that support goals- 32
Daily, weekly and monthly review
• Heijunka- Level manufacturing system
– Kan Ban: extrusion, assembly and shopping
• Root Cause and Countermeasures- 5 Why,
Poka-yoke, Yoketen, 5S/2S1Y
• Build and enforce culture- Culture Fit & PMT
• Consistent Communication
12
Strength, Standard and Stable
• Key Operating Indicators
– Support the Business Plan
– Managers
– Team Leaders
– Drive Standardize and Stabilize
– Data Driven
– Root Cause and Countermeasures
– Drive accountability
13
32 Key Operating Indicators
Review RC
& CM
Weekly with
mgrs
Review RC
& CM
Weekly with
mgrs
No Review
RC & CM
Weekly with
mgrs
14
Strength, Process Improvement
• Tube Forming
– Fully Manual to Fully automated
• 5 phases
– Active interaction with machine & tool
builder
– ROI: 5-9 months
– Reduces repetitive motion injuries by 80%
– Banned:
• “Can’t”
• “Hope”
15
Tube Forming Technology
(-)Ergo, (-)Quality,
(-)Efficiency
(-)Floor space, (+) Efficiency,
(+)Quality
Oven
(-)Efficiency and (-)tooling
cost
B1
(-)Efficiency
B2
B3
16
Forming Variation
Oven
B2
B3
Many tools, many people, few controls
2-4 tools, 1 person, few controls
1 tool, no people, many controls
17
TGFS Direct Labor Requirements
210
Direct Labor Savings
16
190
14
170
Sales
Vol.
46
24 more if no
improvement
150
12
19
10
61 B3
Formers
130
8
(started 2005)
39
110
6
9 Robotic
Cells
3 - R1
4 - R2
2 - R3
(started 2007)
6
2006
2007
90
4
2008
2009
70
2
50
0
2006
2007
2008
2009
B3
Baseline level of staffing at 2006 rates (we had 0 Robotic Cells and 10 B3's in 2006).
If no additional productivity improvements and no additional B3's and Robotic cells were added, assembly
technician requirements would be 39 more (134 vs. 95) than what our current processes (9 Robotic Cells
and 61 B3 Machines) require for today's volumes.
FY2009 Manpower requirements are calculated from August 2009 revised sales volume forecast from TGNA
Sales Planning Department (9.9m total NA vehicle volume; 1.3m Toyota NA vehicle volume).
18
R-Series
B3 ROI = ~ 95.5%
Average B3 cost is $67k.
Average annual labor savings is $64k
Robotics ROI = ~ 58.0%
Average Robotic Cell cost is ~ $350k
Average annual labor savings is ~ $205k
(Tooling cost is approx. $60k per assembly)
Productivity gains result from:
1. Improved material flow
2. Training
3. Increased seniority of assembly technicians.
4. Employee suggestions (EI program)
Productivity
Improvement Opportunity
• Business Plan
– Does not Include all Stake Holders
– Lacks SWOT, PEST (political, economic,
social, technical)
– 12 month horizon
– Slow to react to market and culture trends
– Does not fully engage the team
– Lacks prioritization for the Team
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Hoshin Kanri, 2009
1. Weekly tracking
2. Ensure rhythmic work
3. Activities should drive results-
Activities That
drive Sustainable
Results
1. Objectives
2. Dept KPI or KOI
3. Annual plan- April thru
March
4. Recommend 2 Job Schedule
or 13 week plan to provide
evidence of Activities That
Drive Results
Idea Formation
Objective Method
Form
1. Reflection for current year per
Policy Item
2. 5 Why drives this document
3. This is a key supporting
document to Roles and
Responsibilities and Policy Idea
Sheet
Policy Idea
Sheet
1. Role and Responsibilities of
department and impact on the
Company policy
2. Sate current state and target for
the next four years. Consider
department priorities when setting
target
3. Consider action to sustain 4 and 5
at that level
Reflection,
Standardization
Roles and
Responsibilities
20
2011 Vision
Through superior support to our customers, our customers advocate TGFSUS
Standardize and Stabilize Rhythm Throughout TGFSUS
Continue
Quality: .5/0/0 PPM (All customers/Toyota/Honda)
Enhance
Sales: $60 Million
Re-Challenge
Profit: 10% (EBIT)
Evolve
TPS Certified
President
2010 Policy and Annual Key initiatives (KI)
Mission: To provide globally innovative, dependable solutions that customer's value.
Values: Focus for growth; Innovative solutions; Passion to deliver; Enthusiastic leadership; Trustworthy and Loyal
Policy 1) Safety: Identify Potential Safety issues quickly and implement countermeasures plant wide
Metric Evaluation
2009 Policy
2009 APP Policy
1. Improve Safety Safety
Metric
Results
Frequency
Results
2009
Rating Bearing
Goal
2.9
6
All TGFS team members
understand
“reflection”
and use it in the planning B Plan
phase of PDCA.
Approved Approved Approved
The use of the 5-why tool
is integral to improvement
at TGFSUS.
KOIs will clearly state the
root cause- 5 why
2. Improve
Development of Team
Leaders:
Self
Team Members sufficient,
zone
or
department
leaders,
manage their zone or
department's
SQCD
metrics, Take corrective
actions as required.
Develop
exceptional
people and teams through
Team
Leader
development
Discipline introduced to all
change points
5S
MCCs are maintained and
3. Improve
effective
Quality
Internal
PPM
Internal
PPM
Internal
PPM
Efficiency
Internal
PPM
Internal
PPM
2S1Y
MCC Audit
Efficiency
Standardized tasks (Man Internal
and or Method)
PPM
4
3
1483
1000
2.5
1483
1000
2.5
1483
96.4
1000
100
2.5
1484
1003
Policy 2) Team Members: Development of our People never slows down with a focus on improvement and the
1483
83
1000
80
3
3
66
96.4
100
100
2.5
1482
1001
2.5
ManufacturingLabor
cost with variance analysis
for month and YTD based
on the flex budget.
Efficiency
96.4
100
2.5
Manufacturing- Scrap cost
with variance analysis for
month and YTD based on Internal
the flex budget.
PPM
1483
1000
2.5
Extrusion- Scrap cost with
variance
analysis for
4. Improve
month and YTD based on Extrusion
Financial Strength
the flex budget.
Scrap
62000
85000
5
68000
4
3.1
4
Efficiency
Stop and fix problemsdon’t step over/don’t Internal
work around any issues
PPM
5. Improve
Quality and
Use Visual controls so that
Financial Strength
no problems are hidden
6. Improve
Technology
Policy 3) Quality: Do not make defects, Do not pass defects to our customer, customer first.
3.5
96.4
B3/R2&5
100
1481
1000
Efficiency
96.4
100
Internal
PPM
Efficiency
1483
1002
Use
only
reliable,
thoroughly
tested Internal
technology
PPM
Tube Development Plan
implemented that meets
needs of Detroit 3 and
JOEM customers through
2013
customer- TPS is our model
Kl 2.1- Manufacturing/Extrusion:
A. Develop A/T quality accountability plan.
B. Completion of Team Leader level III training.
C. Full participation & support of A/T training programs, visualize training status (TWI if applied).
D. Team Leader development training.
E. Basic skills training for Extrusion Backups.
F. Training on trending software on Davis and Diamond lines for all Techs.
KI 2.2- HR /Admin: Performance Management Fully integrated (Policy Initiative)
A. TWI training implementation
B. Employee's seeking their own feedback for advancement, growth & success.
KI 2.3- MSI:
A. Develop and roll out training plan for skilled trades.
KI 2.4- Quality
A. Develop Quality Personnel using syllabus for each new job area.
B. Develop objective criteria or use other criteria to test Quality personnel progress.
C. Standardize the training program for all future Quality Personnel.
D. Expand knowledge through ASQ certifications.
KI 2.5- Engineering:
A. MS Project training for Marc/Justin
B. TPS training for Deb
C. Inventor Training for Doug
Kl2.6- Finance
A. Finance 101: Take - always for monthly financial reviews.
B. Hand off monthly reporting preparation.
KI2.7-PPP:
A. Write procedures for HVPT's
B. Develop process for identifying HVPT roadblocks.
C. Assign someone to each HVPT roadblock and maintain open uses list.
K1 2.8-EHST:
A. EMP 001: Support for energy efficiency (PPP, Finance) i.e.; air leak detection.
B. EMP 002: Support for waste reduction (Materials Dept.) i.e.; dunnage reduction use and storage.
C. EMP 003: Support for Noise reduction (Eng. Dept.) i.e; checklist for external builders of machines.
KI 2.9-Materials:
A. SPWF for logistics outbound and outside logistics tech.
B. Tracking of PC Impact Near Miss.
C. Work with customers to increase ship frequency to reduce volatility.
3
Material Cost- Positively
exceed TGNA Purchasing
forecast
for material
Cost
increase/decrease.
Reductions
72000
Minimum- Achieve Flex
Budget
EBIT
5.3
All new processes better
then NAFTA IRR hurdle
Improve productivity by
20%
Build self reliance.
B3/R2&3 B3/R2&4
KI1.1-EHST:
A. Lead safety/erg. checklist development for machine builders: TPS responsibility.
B. Lead 5S Kaizens's for select projects with erg./safety issues.
C. Communicate results via KOI countermeasure updates.
KI 1.2- Engineering:
A. EMP003: Support to achieve <85Db limit by addressing the B3 machines
B. Ergo/Safety standards and PFMEA utilization to allow for Jidoka upfront, at the design phase.
Kl 1.3-MSI:
A. Develop and roll out 5S plan.
B. Plan and execute safety walks for responsible areas.
C. Identify safety training needs and request such training.
Kl1.4- Manufacturing/Extrusion:
A. Establish new 5S instructions & visual references at cells & T/L boards.
B. Complete 5S monthly audits to confirm intended results.
C. Schedule T/L & A/T participation in safety training during 2010.
D. Dedicate locations for all dies, pins and adaptor tooling. Identify each tool and location with address labels.
E. Eliminate hard wire connections on Davis line Extruders number 2 and 3, replace with gang plugs.
Kl1.5-Finance:
A. Upgrade cameras and security system.
KI1.6-Materials:
A. 5S Scan for safety.
KI 1.7- HR: 5S Recognition Process/System (Policy Initiative)
A. Increased hourly participation/engagement/support of a safety culture
B. EMP 003: Support to achieve < 85 Db limit by addressing the B3 machines.
2.5
4
3.5
2.5
96.4
100
1484
1003
2
3.5
2010 Policy Development
Situation; Environmental Factors
Recovering Economy
Oil Price increase
JOEM and D3 recovering, US Sales- 10.8M, 2009; 12M, 2010
Supplier Bankruptcies
Tight Credit for Personal and Business
Currency Fluctuation
Unemployment 10% most 2010
Consumer Sent. 80 by Jan(+10%)
Foreclosure Rate still high
Policy Initiatives
KOI Accountability (All Dept)
5S Recognition Process/System (HR/Safety)
Standardized Work (Quality)
Zero PPM (All Dept)
Value Added Focus (all)
Performance Management Fully integrated (HR)
2010 Metrics
Frequency:
4.3
Toyota PPM:
0
PPM All Customers:
<1
EBIT ($46M sales):
>5%
Delivery:
100%
21
KI 3.1- Quality, Standardized Work (Policy Initiative)
A. Clean up MCC's, add pokayokes, move responsibility for completion.
B. Establish dummy samples for all MCC checks, standardize usage.
C. Improve MAP's, simplify content and ensure use.
D. Improve leak tester verification activity.
E. Set standard 4M rules, publish and train.
F. Review processes for input/output verification, close gaps found.
G. Continue cell standardization, enhance visual management for all 4M's.
H. Develop 4M boards for cells.
I. Implement Change Point Check Sheet system to ensure readiness.
J. Improve activity of recording change points for traceability.
K. Focus on new employees as most demanding change point.
L. Establish a multiple level visitation schedule for all customers (president, VP,QM & Customer Liaison).
M. Establish KOI for measuring Customer Satisfaction.
N. Refine & further define responsibility for communication/containment/actions when customer issues are
detected.
O. Establish firm rules about identification/marking/closure of certified parts (when not madated).
KI 3.2- Engineering
A. Updating and combining SO drawings (Family Style).
B. Ergo/safety standards and PFMEA utilization to allow for Jidoka upfront, at the design phase.
C. Tamazume Events to improve eff and reduce scrap.
Kl3.3- Manufacturing /Extrusion:
A. Develop A/T quality accountability plan in 2010.
B. Full participation & support of A/T training programs, visualize training status (TWI if applied).
C. Change Point Mgt.
D. Mold flow analysis for head design for PA9T and ETFE.
E. Dilute ink to reduce ink thickness on tubing. Document procedure/practice and train all Techs.
F. Purchase Multiple parts cutter for GMII line. Reduce miscuts from "park-n-cut" style cutters.
KI 3.4- MSI:
A. Improve B3 quality through R & D.
B. Jidoka and yokoten activity.
C. Hire additional skilled trades resources and add flexible tooling PM activities.
D. Develop and roll out training plan for skilled trades.
KI 3.5-PPP:
A. Combine Gateway task and sub-task lists into one and make charts more visual.
KI3.5- EHST:
A. Ergonomic Standards: Manuf. floor standards for machines and racks.
KI3.6-Materials:
A. In-sourcing of o-ring operation and impact to PA inventory levels.
B. Review packaging specifications per customer to further reduce costs.
Policy 4) Financial Strength: Continue to build a strong foundation and drive cost to be best in class
KI 4.1- Finance:
A. Break Even Point Management
B. P & L Accountability
Approval
Improvement Opportunities
• Business Plan Process
– Hoshin Kanri to Hybrid…..One Page Plan
•
•
•
•
•
•
•
•
•
Hoshin
One Page Plan
1PP
Good to Great
Interactive with manager conscientious
Stake Holders
3-5 year Thrust, Business and Culture
18 month plan
Focus Initiatives
90 Business review, re-budget
22
One Page Plan, 2011
23
Questions
24