Implementing and Leading a TPS like Facility Honeywell's Businesses

Implementing and Leading a TPS like Facility by Michael Benner ASQ Presentation v1.ppt

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Honeywell’s Businesses

Specialty Materials

2006 Sales

Aerospace

$4B $12B $11B $5B

Automation and Control Solutions

Total = $31B

Transportation Systems

Diverse Businesses, Technologies and Products ASQ Presentation v1.ppt

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Golden Valley Facility Information The Plant •70 Acre site (22 under roof) • 1.15M square feet (Factory is 700K sq ft) • Built in 1956; Office complex added in 1983 • 500 Factory (Teamsters Local 1145) • 61 Salaried (Core GVO office & technical) employees • Annual external Sales Revenue of $105M with over 3 million end items shipped •Applications include: Combustion controls, heating & ventilation products for home and commercial businesses, and pool & spa controls •Products include: thermostats, gas valves, ventilation actuators, electronic air cleaners, and boiler controls • Externally demanded fabricated parts provide an additional $15mil of revenue • Processes include: 14 assembly lines, die casting, plastic molding, stamping, metal finishing, machining, and glass forming/blowing. • Customers include (OEM, Trade & Retail): Trane, Lennox, Weil-McLain, Beckett, Yamatake, Johnstone Supply, R. E. Michel, Watsco, Inc., Ferguson, Gensco, Home Depot, Lowes

GVO is the largest ACS facility in North America 3

ASQ Presentation v1.ppt

Golden Valley Products Electronic Air Cleaners

T87-Nonprogrammable thermostat

Mod IV – Foot mounted actuator

Oil Hydronics- residential burner safety devices

Gas Valves Optics-commercial boiler safety devices

Factory Tour – October, 2006 ASQ Presentation v1.ppt

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Deming quotes “The key is to practice continual improvement and think of manufacturing as a system, not as bits and pieces.” “The worker is not the problem. Management is the problem.”

Compare Deming’s 14 points to the 14 principles described in Jeff Liker’s The Toyota Way


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The U.S. Manufacturing Landscape A summary of results from the 2005 IW/MPI Census of Manufacturers. By Tonya Vinas ASQ Presentation v1.ppt

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The House of Toyota Best Quality - Best Safety - Lowest Cost Shortest Lead Time - High Morale through shortening the production flow by eliminating waste

Just-in-Time

People & Teamwork

Jidoka

Selection - Common goals Decision making - cross trained

(In-station quality) Make problems visible

right part, right amount, right time

•Takt time •Continuous Flow •Pull System •Quick changeover •Integrated logistics

Continuous Improvement

Visual Factory

•Andon •Automatic stops •Person-machine separation •PDCA •5 why’s/root cause •Mistake proofing •SMED •TPM

Leveled Production (heijunka)/Single Piece Flow Standard Work and Kaizen Continuous Improvement People Toyota Way Philosophy ASQ Presentation v1.ppt

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“Mechanism of Toyota Production System” by Shigeo Shingo; Productivity, Inc., 1981

Material Flow

Elimination of Waste


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HOS Tactical Implementation Cell by Cell Process Map Owner: HOS Spec

Owner: Operations

•VSM – Current

Man:

•Waste Elimination

•Appropriate Staffing

•Single Piece Flow

•Plan vs. Actuals have Countermeasures and Corrective Actions

•Standard Work

•Trained to Standard Work

•Hazard Assessment Owner: Dale

Maturity Review

Sales Demand mgt Sourcing

No Daily Schedule

Reliable Processes (OA)

Maturity Review

SMED

EPED Schedule + Attainment

Strategy Owner: Kamar Method:

Customer Value

Materials:

Built in Quality (BIQ) + ISO 9000 Adherence Strategy Owner: Brian

5S of material Machine: TPM

Pull Replenishment – internal and external

Strategy Owner: Nick

Strategy Owner: Dan

•Rapid Response •Problem Solving •Data Collection Strategy Owner: Nick

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House of Toyota Best Quality - Best Safety - Lowest Cost Shortest Lead Time - High Morale through shortening the production flow by eliminating waste

Material Flow

People & Teamwork

right part, right amount, right time

Selection - Common goals Decision making - cross trained

•Takt time •Continuous Flow •Pull System Continuous Improvement •Quick changeover 5 why’s/root cause •Value Stream maps

Process Design •Andon •PDCA •SMED •TPM •Built in Quality •Hazard Screening

Visual Factory Leveled Production / Single Piece Flow Standard Work and Kaizen Continuous Improvement People The Toyota Way Philosophy/ Organizational Design/ Maturity Assessment ASQ Presentation v1.ppt

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The Unspoken Story Over 50 years later we are still wrestling w/ Mass Production paradigm

The way we work OD

Making improvement Leadership Std Work

Culture “Behavior”

Communication

Tacit

TWI HOS SIF & Specs

HOS SIF & Specs

6 Sigma

“Lean” Short term emphasis

Explicit

SIF

Lean

How we work

Tools and Projects 11


Shop Floor Teams Increased Responsibility Process Engr

Process Engr HSE

HR

Quality

HSE

Materials

HR

Shop Floor Team

Ops

Finance

Quality Shop Floor Team

Ops

Materials

Finance

Delegate and transition more responsibility to the shop floor. Note the expanding gold ring. ASQ Presentation v1.ppt

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Tactical Interconnections TPM

Process Engr Materials

Quality Shop Floor Team

HSE

HR

Material Flow

Shop Ops

Set-up Changeover

Design For Flow Hazard Assessment

Std Work

Finance

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Waste #7 – Defective Products Principle – Built in Quality Old work instructions Over 40 different Wires went into 19 Different harnesses


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Wiring Table Harness Housing Assembly 206806A 208546 206806B 208546 206806C 208546 206806D 206806E

208546 208546

206806F

208546

206806G

208546

Wire 1

Norm. Open

Wire 3

Red Red Red

13" 13" 32"

Common 873794AYB 873794AYB 896794AYB

Wire 2 Vio Blu Yel

13" 13" 32"

873935AZF 873935AVP 896935AYJ

Orn Yel Blu

13" 13" 32"

Norm. Closed 873935ASY 873935AYJ 896935AVP

Red Wht/Re d Wht/Re d

56" 32"

900794AYB 896794AYM

Yel Wht/Yel

56" 32"

900935AYJ 896935AYQ

Blu Wht/Blu

56" 32"

900935AVP 896935AYL

32"

896794AYM

Wht/Blu

32"

896794AYL

18"

878794AYM

Wht/Yel

18"

878935AYQ

Wht/Blu

18"

878935AYL

7"

861907AYB skinned1/2” 861907AYB skinned1/2”

Blu

6.5"

860907AVP skinned 1/2” (no wire)

Yel

6.5"

860907AYJ skinned1/2”

Yel

13"

Blk/Vio Blk/Blu

206806H

208546

Wht/Re d Red

206806J

208546

Red

7"

206806K OP 010

208546

Red

13.5"

206806L 206806M

208550 208550

Blk/Red Blk/Red

13" 13"

919868AYB skinned 3/16” 873794AYP 873794AYP

206806N 206806P 206806Q

208550 208550 208550

Blk/Red Blk/Red Blk/Red

32" 56" 32"

896794AYP 900794AYP 896794AYP

206806R

208550

Blk/Red

13"

206806S

208550

Blk/Red

32"

206806T

208550

Blk/Red special

13" pin

206806U 206806V OP 010

208550 208550

Blk/Red Blk/Red

18" 11.5”

206806W

208546

Red

9"

206806Y

208550

Blk/Red

9”

206806Z

208550

Blk/Red

13”

(no wire)

(no wire)

Blu

13"

13" 13"

873868AYJ skinned 3/16” 873935CEB 873935AYR

Blk/Orn Blk/Yel

13" 13"

873868AVP skinned 3/16” 873935CEC 873935AYN

Blk/Blu Blk/Blu Blk/Yel

32" 56" 32"

896935AYR 900935AYR 896935AYN

Blk/Yel Blk/Yel Blk/Blu

32" 56" 32"

896935AYN 900935AYN 896935AYR

873794AYP No Splice 896794AYP No splices 873824AYP terminal

Blk/Yel

13"

873794AYN No splice (no wire)

Blk/Yel

32"

Blk/Yel special

12.5" pin

872824AYN terminal

896794AYN No Splices (no wire)

878794AYP 870868AYP skinned 3/16” 865794AYB No Splices 865794AYP No splice 873794AYP No splice

Blk/Yel Blk/Yel

18" 11”

878935AYN 869868AYN skinned 3/16” 865794AZF No splices 865794CEB no splice 873794AYN no splice

Blk/Blu Blk/Blu

18" 11”

878935AYR 869868AYR skinned 3/16” 865794ASY No splices 865974CEC No splice (no wire)

Violet

9"

Blk/Vio

9”

Blk/Yel

13”

(no wire)

Orange

9”

Blk/Orn

9”

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New Standard Work Instruction Standard Operating Sheet OS or Part Number

Part Name

206806X QC Ord

Op or Station # Harness Work Content

1

Grab tubing from Tubing Tray Mark tubinng with last letter of harness being assembled. Leave tubing to allow ink to dry

3

Grab terminal from Terminal Tray and insert into Harness Fixture

4

Grab wire from the First Tube and insert into the 1st slot in the terminal

5

Grab wire from the Second Tube and insert into the 2nd slot in the terminal

6

Grab wire from the Third Tube and insert into the 3rd slot in the terminal

7

Slide tubing over wires and align on terminal

8

When assembling harnesses which are 32" or longer, wrap the harness

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Place assembly in oven

P1

Grab a bundle of wires as specified in the Harness Table for the First Tube

P2

Place the bundle of wires in the tube labeled First Tube

P3

Repeat steps P1 and P2 for the Second and Third Tubes

P4

Grab a bundle of tubing as specified in the Harness Table for Tubing

P5

Place the bundle of tubing in the Tubing Tray at the workstation

P6

Grab a bundle of terminals as specified in the Harness Table

P8

P9

Std. Op Code

Process Description Harness Assembly

1 of 1

J30A

Safety

Notes

Verify

Process Steps

2

P7

Page

300

Verify the oven is at 300° +/- 5°

Tug the wire after inserting into the terminal to ensure it is securely fastened

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HARNESS

TERMINAL

206806A 206806B 206806C 206806D 206806E 206806F 206806G 206806H 206806J 206806K 206806L 206806M 206806N 206806P 206806Q 206806R 206806S 206806T 206806U 206806V 206806W 206806Y 206806Z

WHITE WHITE WHITE WHITE WHITE WHITE WHITE WHITE WHITE WHITE BLACK BLACK BLACK BLACK BLACK BLACK BLACK BLACK BLACK BLACK WHITE BLACK BLACK

HARNESS TABLE FIRST SECOND TUBE TUBE 5 K 5 H 10 Q 13 V 11 S 11 P 8 N 1 A 1 15 G 6 L 6 J 12 T 14 W 12 R 6 F 12 7 E 9 M 4 D 2 B 3 C 6 F

THIRD TUBE @ # ¢ Δ √ & ÷ ! % $ ↑ = □ + * ? Ø ●

TUBING £ £ £ £ £ £ £ £ £ ; £ £ £ £ ( £ £ £ £ / £ £ ¥ 8

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Place the bundle of terminals in the Terminal Tray at the workstation When the tote the harnesses fall into after exiting the oven is full, unwrap the assemblies if they were wrapped and place in the appropriately marked tote

Verify the tubing is not over the end of the terminal

When changing over to a new assembly or when shutting down, remove all wires from tubes and empty into storage totes and empty terminals and tubing back into storgage bins

Notes: For parts identification see routing Group Leader Approved by Name Steve Kolles Initials Standard Work In Process: 0

Quality Steve Volk Cycle Time:

Engineer Jerry Brooks 34

Rev 2 Seconds


Date Revised Alt. Process Takt Time:

55.8

3/1/2007

Seconds

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Work Station Visualization to Mistake Proof

Number

Alpha

Symbol

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OLD TOTE IDENTIFICATION

NEW TOTE IDENTIFICATION

NEW PARTS RACK


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Single Piece Flow Improvement


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Material Flow- Milk Run Cart


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Visual Management

Hour x Hour chart

Progress visual at a section of line in MOD IV


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Daily Accountability

Steve (GL) getting the Hr x Hr chart ready for the day Tier 3 meeting – discussion daily cell output

Problem explanation at the Tier 2 daily meeting Michael leading the daily Tier 4 meeting


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Plant Manager Standard Work Complete

2-3

/ 2007

/ TASK

M T W T F S

ACTIONS & FOLLOW-UP

Complete

Fold

TASK

ACTIONS & FOLLOW-UP

Behave in a safe manner. Maintain housekeeping

Walk Factory Floor before Production meeting

Perform a monthly safety audit with HSE

Review "Daily Routine Management Board" (CI) Boards

Review metrics throughout plant on a daily basis.

Hold Daily Production meeting

Address material flow issues between asmbly, fabrication, and external to plant.

Audit HOS Improvement Team Meetings

Assure proper deployment of human resources throughtout plant.

Verify 5S Condition and address variance

Weekly check Manu. Leader and Ops Leader Std. Work

Conduct Factory walk with Manu. Leader to observe and identify waste and improve.

Monitor shift starts and shift ends as well as break times.

Panel 4

Fold

~ Always take opportunity to teach ~ Always monitor standardized work ~ Make progress to goal(s) visible ~ Always monitor for the 3M's [Waste] in your Work Area: Muda 7 Forms of Waste [DOTWIMP] Task performed inconsistenly

3 M's

Panel

Week Beginning:

Mura Things that prevent work from flowing.

Muri

Excessive physical stress & strain to perform task.

OBSERVATIONS

Confirm PDCA cycles for "Top Five" Things found wrong


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Characteristics • Operations leaders - must be passionate and model the commitment. – Create stretch goals that are radical. – Build the right leadership team • Coach/develop • Spend time discussing concepts, strategy, tactics (the Site Steering Team) • Remove the anchors

– Define the few critical objectives. – Create environment where the shop floor can manage itself.

• Support people - must be a zealot.


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Celebrate the Journey Improvement team luncheon

Recognize people for changing the way they work

HOS Star luncheon

Personal recognition


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Be an ambassador of production system • Embrace Change! Be an “agent of change”. Production system deployment needs your full support and active participation. • Change your management approach and the organization. • Integrated work planning – Hoshin Planning • Operations is the ultimate internal customer – support it! • Develop and maintain leadership standardized work • Walk the shop floor, respond rapidly, andons, and problem solve • Teach people to train others (OJT). Start with yourself. • You must have observable behaviors that support the spirit and intent of the production system. • Change the culture! • Involve People • Reach out and impact others (coaching) ASQ Presentation v1.ppt

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