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Toray Composites (America), Inc. Lean Training and Continuous Improvement at TCA Mark Haller Capacity, Planning & Lean Manufacturing Manager July 23, 2014 TORAY Composites America - History Key Events •1992 Groundbreaking in November •1994 Started 1st Prepreg Production Line in June •1995 Boeing D1-9000 Quality Certification •1995 BCAG Source Inspection Delegation in June •1998 Started 2nd Prepreg Production Line Key Statistics [ Current ] Property area 25 acres Investment $ 150 million Employment 500+ Capacity 17.2M sqm •2001 AS9100:2001 Quality Certification •2004 Reached MOA to supply prepreg for 787 •2006 Started 3rd Prepreg Production Line •2008 Installed 4th Prepreg Production Line •2013 Construction started on 5th Prepreg Line 2 TCA Operations Dept. Snapshot of TCA End Products Confidential Corvette “Stingray” B777 (Boeing) B787 Dreamliner (Boeing) Embraer (Brazil) GE GenX Sports & Recreational SpaceX 3 TCA’s Lean Journey – So Far • Lean Reboot /Leadership “Paradigm Shift” (2011) • Lean Champions Training (2011 & 2013) – 21 Lean Champions • “The Goal”/Theory of Constraints (2012) • Six Sigma Green/Black Belt Training (2012) – Through ETI; funded by the State – 14 Certified Black Belts – 7 Green Belts • Basics of Lean Training – All TCA (2014) – – – – – Online through Gemba Academy Quizzes Reference Material Completed during first year at TCA 520 TCA Associates trained 4 TCA Basics of Lean Training Kaizen Principles - Value Added vs. Non-Value Added - Value Stream Map - Gemba - Genbutsu - Genjitsu - Kaizen at TCA 7 Wastes Transportation Inventory Motion Waiting Overproduction Overprocessing Defects 5S - 5S Principles - Expose Waste - Make “Abnormalities Visible - Relate to Safety TCA Basics of Lean Associate Training Kaizen Principles 7 Wastes 5S Continuous Improvement Leveraging the New Knowledge • • • • • Kaizen Teams Kaizen Events TCA Intranet Suggestion Box Budget for Implementation Recognition (5S, Lean, Continuous Improvement) **Establish an environment for problem recognition, problem solving, continuous improvements and innovation 7 Lean and Continuous Improvements Results of Lean/Continuous Improvement Efforts • Average Savings of $1.5 Million/Year over the Past 3 Years • Increased Output • Increased Operating Profit Administrative/Technical Production • • • • • • • Paper Document Reduction (90-100%) • Batch Process Document Management Reduce Machine Turnover Times Customer Care Process Improvement Reduce Material Start Loss Yield•Increases Increase Throughput (up to 30%) • Sales Staffing Calculation Model Raw Material Inventory Improvement Development of new Manufacturing Execution System Scheduled 5S Checks 8 The Path Forward… • • • • Lean Enterprise Expert Training (2014) Six Sigma Ongoing (2015) Theory of Constraints (2015) Development and Implementation of Continuous Improvement Cycle Using All 3 – Using the right “tool” for the right challenge – Use predictive analytics to forecast future improvements as our processes change 9 TCA Operations Dept. Toray Composites America THANK YOU! 10