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1 Arabian Vehicles & Trucks Industry Co. Ltd.
To produce trucks with excellent quality level, delivery precision and
operation flexibility to our customer.
Arabian Vehicles & Trucks Industry Co. Ltd.
Our Mission
2 Arabian Vehicles & Trucks Industry Co. Ltd.
Start June 2015 17 trucks / day 5 000 trucks / yearApp: 190
employees
Plot area : 55 000 m2 Building footprint : 10 824 m2
Volvo & Renault Truck Assembly Plant
3 Arabian Vehicles & Trucks Industry Co. Ltd.
How much time do we add value?
3
Operator
Add
value
Non value
addingWaste
Necessary
Support function/Leaders
Added value = 0
Waste
Good waste!
4Arabian Vehicles & Trucks Industry Co. Ltd.
Lean Journey
5 Arabian Vehicles & Trucks Industry Co. Ltd.
Why?Why?
6 Arabian Vehicles & Trucks Industry Co. Ltd.
7 Arabian Vehicles & Trucks Industry Co. Ltd.
Where?Where?
8 Arabian Vehicles & Trucks Industry Co. Ltd.
Current State1 Organizational Structure.
2 Cross-functional team
3 Targeted law
Education VPS / 5S
Kaizen
Current State
world classMuri, Mura,
Muda
Competence + Time
Res
ult
s
Stable Process4 standardized work
• Saudi law business rules
• Poke Yoke AM / WPO
• Inspection / control plans
• Process capability Cp / Cpk
• Machine capability Cm /
Cmk
• Layer Audit
Data Collection5 Loss Hunting
• Cost Deployment
• Data collection with rotor
saw categories OLE
Improvements• Improvement
• Organization
• Improvement Culture
• Priority Problem Solving
Methodology (11 focus areas)
• Focused improvement
The Sequence of Introduction of VPS
9 Arabian Vehicles & Trucks Industry Co. Ltd.
VPS
Volvo Production System
Balancing
Equalization
Takt
Standardization
10 Arabian Vehicles & Trucks Industry Co. Ltd.
A part of the overall picture
Autonomous
maintenanceReduced machine
-MUDA
SMED: Single Minute Exchange of Die5 S
Takt
Standardised
way of work
Professional
Maintenance
11 Arabian Vehicles & Trucks Industry Co. Ltd.
I CUT
STONES
I AM BUILDING
A SCHOOL
12 Arabian Vehicles & Trucks Industry Co. Ltd.
VPS Journey: ”Set the Vision”
13 Arabian Vehicles & Trucks Industry Co. Ltd.
14 Arabian Vehicles & Trucks Industry Co. Ltd.
2017 2018 2019 2020
Customer ClaimUnderstating
Reduce Conversion 30%
Reduce another 30%
Edu SectorsGovt. Sectors
Researches
Tech & Dev.
Benchmark
HR & AdminLUTICommunity
Autonomous VPS Teams Level UP
Train the TrainerCI & KAIZEN Autonomic Setup
Zero 100 DPFive 25 DP
Zero 100 DPZero 25 DP
15 Arabian Vehicles & Trucks Industry Co. Ltd.
How?How?
16 Arabian Vehicles & Trucks Industry Co. Ltd.
Lean Manufacturing
To establish a lean oriented
organization must be started by:
o Leadershipo Commitment and understanding of the tripo Create disciplineo Structureo Standardizeo Request and follow upo Coaching vs. rebuke
17 Arabian Vehicles & Trucks Industry Co. Ltd.
WHY STANDARDISED WAY OF WORK
AND TAKT?
18 Arabian Vehicles & Trucks Industry Co. Ltd.
STANDARDS
Standards
19 Arabian Vehicles & Trucks Industry Co. Ltd.
Standards
• Necessary in order to detect what is not normal
• Base for continous improvements– Visualizes and quantifies waste
• Contribute to predictability– Quality
– Time
• Must be challenged and improved!
Currently the best known and documented way to perform a task
20 Arabian Vehicles & Trucks Industry Co. Ltd.
What is necessary to standardize?
EVERYTHING!
• How work shall be performed
• How to prioritize
• Where and how to store an article
• How to move products between processes
• Criteria for eg. decision for overtime
• How to transfer to another step in process
• How to follow up
• How to handle deviations
• …
21 Arabian Vehicles & Trucks Industry Co. Ltd.
Result
• Increased focus on running the plant
• Better work situation for operator
• Clarify the benefit of working with takt deviations
• Better knowledeg of the true capacity of the line
• Better predictability when planning
• Increased process efficiency
22 Arabian Vehicles & Trucks Industry Co. Ltd.
Train the Trainer (The LUTI – Learn, Use,
Teach & Inspect) Concept
Presenting Autonomous Maintenance (LUTI)
Presenting New Yearly Meeting Agenda for 2016 & 2017
23 Arabian Vehicles & Trucks Industry Co. Ltd.
Description / Initiative CommentsTime
PlanEc
onomy
Q/S/E
Resourc
eAccount-
ablePriorit
y Year 2016 / 2017
Wk. 40 Wk. 41 Wk. 42 Q. 1Charte
r
assessment by Engg
starts
Amjad Initial Discussion
1.Preparation and sharing
w ith Manage
2.Training
Admin Improvement
MasoodLocal Material Cotent
VPS Self assessment
Team Boards
Autonomous Maintenance
On target as plan
Amjad Initial DiscussionFormat Preparation &
TrainingDaily Monitoring by Prod
Re-assessmentInitial Discussion Project Charter
On - going
OMS / Skill matrix / takt for operation
Amjad Initial DiscussionPilot satge done, rest to be as AM
calendar
Phase 2 startedAbdulrhman Initial Discussion
VPS – Going For Diamond
MANAGEMENT COMMITMENT – VISUAL PLANNING
24 Arabian Vehicles & Trucks Industry Co. Ltd.
Operational Management System: Level I & Level II
OMS Level 2 - MeetingOMS Level 1 – Meeting - Production
OMS Level 1 – Meeting - LogisticsOMS Level 1 – Meeting - Maintenance
25 Arabian Vehicles & Trucks Industry Co. Ltd.
Operational Management System: Level III
26 Arabian Vehicles & Trucks Industry Co. Ltd.
➢ To have key users to training their own teams and visualized in skill matrix board➢ Increase the VPS knowledge by using the Keys users to develop the team
STATION /
OPERATION
PA Boggi
600350 &
07983
PA Eng
Member
600351 &
600352
Air Tank
600353
PA Valves
600354
S1-Opr1
600303
600301
S1-Opr2
600302
S2-Opr1
600305
S2-Opr2
600306
S2-Opr3
600305
S2-Opr4
600306
S2-Opr5
600304
S3-Opr1
600307
S3-Opr2
600308
S3-Opr3
600307
S3-Opr4
600308
Payroll
FUNCTION /
OPERATOR Harn
essE
CU
contr
ole
unit (
PA
Boggi)
PA
Eng M
em
ber
- P
A
Fro
nt
mem
ber
Air T
ank
PA
Valv
es
Innerlin
e (
front
&
rear)
.Rein
forc
em
ent
front.
Rear
spring
anchora
ge F
1,
RH
S
Faste
ner.
Bum
p s
top a
nd
Innerlin
e (
front
&
rear)
.Rein
forc
em
ent
front.
Rear
spring
anchora
ge F
1,
LH
S
Faste
ner.
Bum
p s
top a
nd
Cla
mbin
g o
f harn
ess
sid
em
ark
er
lights
on x
-
mem
ber.
Fro
nt
cro
ssm
em
ber
Faste
ner
RH
S.R
em
ain
ing
Gear
Box,C
rossm
em
ber
in f
ront,
Clo
sin
g
cro
ssm
em
ber,
Spring
anchora
ge I
I A
xle
arr
engem
ent
First
thre
e f
aste
ners
,
LH
S.R
em
ain
ing
faste
ners
fro
nt
LH
S.F
aste
ner
X0=
2001
to 3
000.B
racket
anti-r
oll
Riv
ets
in C
rossm
em
ber
axle
arr
engem
ent
NO
1,
RH
S.F
aste
ners
Faste
ners
in
Cro
ssm
em
ber
axle
P
C24:
L-p
rofile
(5W
M-
AS
M/5
WM
-IS
OM
/5W
M-
MA
SM
).P
C24:
Faste
ners
L-p
rofile
(5W
M-A
SM
/5W
M-
Pro
tection m
ould
ing r
ight
sid
e o
vale
hole
.Bra
cket
heat
shie
ld insid
e
fram
e.R
ear
Rubber
Cushio
n R
HS
.Cla
mbin
g
Rear
Rubber
Cushio
n
LH
S.F
aste
ners
fusebox
to f
ram
e.F
aste
ners
for
AP
M.P
neum
atic
cla
mpin
g o
uts
ide
Faste
ners
V-s
tay R
SS
-
LE
AF
RH
S.B
um
p s
top
RS
S-L
EA
F
RH
S.F
aste
ners
fueltank
bra
ckets
RF
UE
L.M
ain
V
-sta
y R
SS
-LE
AF
LH
S.B
um
p s
top R
SS
-
LE
AF
LH
S.B
racket
in t
ie
pla
te X
-mem
ber
LH
S.B
rackets
harn
ess
Quality
Contr
oller
No
Of
Op
era
tio
ns
Sa
fety
Qu
ality
CI
/ K
aiz
en
De
live
ry
AM
/ 5
'S
HE
RC
A
1 Irfan Arif 774 Team Leader U U O 3
2 Mohammed Asif 11201 Team X / Opr U O O U O O O O O U O O O O O U 16 Polyvalent U
3 Sikander 11220 Q. Controller U O O U O O O O O U O O O O O U 16 Polyvalent U
4 Monzer Aloufi 12549 PA Boggi O U U U 4
5 M. Naeem 9539 S2-Opr1&4&5 U U U U O O O O O 9 U
6 Abdulrahman Esso 9419 F.Cr M-S2-Op2 O O U 3 U
7 Kashif Rasheed 11215 S3-Opr3&4 O U U O U O O 7 U
8 Abdullah Shamrani 11143 PA Valves . U 1
9
10
11
12
13
14
15
16
17
18
19
20
No Of Operators 4 5 6 4 4 4 3 3 4 4 4 3 3 3 3 2
VPSBLUE COLLAR MATRIX
Name
Production line
polyva
lent
Add Line
3 X 3 X 3 concept Job Rot NewComer Level Definitions
3 autonomous per operation 94% . Training scheduled Polyvalent :
3 opeartions mastered per operator 88% I Training attendance operator at level U or O in all operations of the team
3 polyvalents in the team 2 Wk 1 Wk 2 L Need assistance Autonomous or Master
Week Year Wk 2 Wk 3 U Autonomous operator at level U or O in the operation
Last Updated 3 2017 Wk 3 - 4 Wk 4- 5 O Trainer the operator master the operation mean he is autonomous.
Wk 1
3 X 3 X 3 concept Job Rot NewComer Level Definitions
3 autonomous per operation 94% . Training scheduled Polyvalent :
3 opeartions mastered per operator 88% I Training attendance operator at level U or O in all operations of the team
3 polyvalents in the team 2 Wk 1 Wk 2 L Need assistance Autonomous or Master
Week Year Wk 2 Wk 3 U Autonomous operator at level U or O in the operation
Last Updated 3 2017 Wk 3 - 4 Wk 4- 5 O Trainer the operator master the operation mean he is autonomous.
Wk 1
Safety Quality CI / Kaizen Delivery AM / 5’S
VPS – Going For Diamond
PEOPLE DEVELOPMENT – SKILL MATRIX
27 Arabian Vehicles & Trucks Industry Co. Ltd.
SOP
➢ Skill development ➢ Reduce equipment breakdown➢ Work place improvement
VPS – Going For Diamond
AUTONOMOUS MAINTENANCE
28 Arabian Vehicles & Trucks Industry Co. Ltd.
7 8 9 10 11 121 2 3 4 5 6
7 8 9 10 11 121 2 3 4 5 6
9
StationLayout
MUL
MUL
21
43
Bin5 6
Over
head
Cra
ne
Over
head
Cra
ne
10
1 - 4 - Operator Trolleys 5 & 6 - Chassis Trolleys
7 & 8 - Chassis Empty Trolley8 & 9 - OH crane Remote control
9 - Tool Cabinet 10 - Bin
VPS – Going For Diamond
WORK PLACE ORGINIZATION – 5’S
29 Arabian Vehicles & Trucks Industry Co. Ltd.
VPS – Going For Diamond
WORK PLACE ORGINIZATION – 5’SMaintenance Room Battery Box Pre-Assy.
Production Hall Stage 4
30 Arabian Vehicles & Trucks Industry Co. Ltd.
VPS – Going For Diamond
MANAGEMENT COMMITMENT – GEMBA AUDT LAYER
31Arabian Vehicles & Trucks Industry Co. Ltd.
Quality Visualization
32Arabian Vehicles & Trucks Industry Co. Ltd.
Quality Visualization
33 Arabian Vehicles & Trucks Industry Co. Ltd.
“Kaizen Environment is a Natural Way for us to Increase our Performance in all Areas”
KAEC, VPS status GTO International Manufacturing, Internal use
34 2018-11-30
Area for improvement:
Logistics
Effect on:
X X X X X
Overproduction WaitingUnnecessarymovement Transport
Unnecessaryprocesses Inventory
Defects /rework
+ Unusedemployee creativity Profit Cost Ratio
Current state, problem description:
Tyre trolley extension arm fell down on floor once removed from tow truck
Result:
Safe way of working has been improved
Future state, wanted situation:
Ergonomically desinged support fixed with spring to avoid nearmiss & fell on floor
Start date: Sep’18 Finish date: Sep’18 Resp:Log Team members: Samer Assiri Sep’18
KAEC, VPS status GTO International Manufacturing, Internal use
35 2018-11-30
Area for improvement:
Stage 10
Effect on:
X X X X X
Overproduction WaitingUnnecessarymovement Transport
Unnecessaryprocesses Inventory
Defects /rework
+ Unusedemployee creativity Profit Cost Ratio
Current state, problem description:
Exhuast kept on the floor and its unsafe to assemble to chassis(creates damage to flloor&part)
Result:
5s and safe way of working has been improved
Future state, wanted situation:
In house desinged trolley & safe way to use,transport & assemble with chassis
Start date: Sep’18 Finish date: Sep’18 Resp:Prod Team members: Shoaib Sep’18
Dept. BE32640, Andreas Alseryd, Document name, Security Class
36 2018-11-30
Mr. with General Manager(L-R)
Oct 2018
Team Member:Shoaib with GM
Dept. BE32640, Andreas Alseryd, Document name, Security Class
37 2018-11-30
Mr. with General Manager(L-R)
Oct 2018
Team Member:Samer with GM
38 Arabian Vehicles & Trucks Industry Co. Ltd.
EQUALIZATION
Equalization
39 Arabian Vehicles & Trucks Industry Co. Ltd.
”Tact flow”
Production takt
Set up
Planed maintenance
Other, ex planed meeting
Daily follow up – Teamwork & short pulse
QK/EWO/DWO/RNC/HERCA
Weekly follow up - Teamwork & long pulse
CD loops
QK, SK
SK, MK, AK
LOG AM PMCD
FIWPO
QC
40 Arabian Vehicles & Trucks Industry Co. Ltd.
Type of card Under production during set
level 1
Card Production alt.
rack Cards
level 2
Station Short
level 3
Detailed Card
41 Arabian Vehicles & Trucks Industry Co. Ltd.
Balancing
• Balancing work content between resources. – equipment
– Individuals
• Important to. – Achieve legal capacity
– Achieve high resource
– Make harmonious flow
– Highlighting waste
Positions Positions
Jo
b c
on
tent
takt
Jo
b c
on
tent
takt
42 Arabian Vehicles & Trucks Industry Co. Ltd.
Visual balancing
• Timed standard is the starting point.
• Conducted primarily by the operators.
• Visualizes coating at each position.
1 2 3 4
Green magnets are the work moments we do
today (both value creation and not value
building operations). Red cards - waiting time -
wasting.
The coating is visualized, it simplifies /
allowing rebalancing. It creates
engagement and participation!
43 Arabian Vehicles & Trucks Industry Co. Ltd.
Stay balanced alive!
• Changes in standards might require rebalancing– Modified work content.
– Amended operation time
– Moved operation. Etc.
• The balance needs to be kept alive !
• Required to "bring home profits"
44 Arabian Vehicles & Trucks Industry Co. Ltd.
Summary
Now that we have equalized, standardized and balanced production flow, we can start working with takt flow.
45 Arabian Vehicles & Trucks Industry Co. Ltd.
VPS – Going For Diamond
OBJECTIVE
➢ Zero defect mindset by implementation of SOP➢ Value added to the work/ customer➢ Improve the semi value added activity➢ Eliminate the non value added activity➢ Synchronize the operation for all variants with maximum utilization of resources
- Visual, showing key issues- Promotes continuous improvement- Help engage teamwork
OUTCOME
➢ We want to have standardized operations by having Production, Station and Detail cards and optimizing these operations by visualizing our capacity and manpower requirements by Yamazumi Boards!
46
Arabian Vehicles & Trucks Industry Co. Ltd.
Study Mechanism➢ By using video cam for each operation➢ Discussion with operator for improvement by recorded video
VPS – Going For Diamond
YAMAZUMI BOARD – Pilot Stage 1
➢ The Yamazumi board provides a mechanism to quickly rebalance a process when takt time changes and allows a visual indication
➢ The Yamazumi chart can be used for both process Waste Elimination or Line Balancing activity➢ The tool is intended to support Business Process Improvement➢ The Yamazumi chart is a great visual tool to show where wastage and blocks are happening
Operation
5
Operation
6
Operation
4
Operation
3
Operation
2
Operation
1
NVA / Waste
Semi Value Added
Value AddedOperation
5
Operation
6
Operation
4
Operation
3
Operation
2
Operation
1
47
Arabian Vehicles & Trucks Industry Co. Ltd.
VPS – Going For Diamond
PRODUCTION CARDS – Pilot Stage 1
➢ Card will explain the repetitive activity on the station➢ SOP for all listed activities on the station➢ Critical activities in terms of safety/quality will be explain through station/detail card➢ FMEA control as easy to detect / control the defects
Detail card
Detailed activities incase of critical process
Station card
Sub activities from production card
Production card
All activities on the station
48
Arabian Vehicles & Trucks Industry Co. Ltd.
VPS – Going For Diamond
PRODUCTION CARD
➢ Production cards to have the standard activity on each stations
Layout / walking pattern Model 1 Model 2 Model 3
1 OMS Level 1 meeting 5 5 5
2 Autonomous maintenance 3 3 3
3 Assembly process 47
4 Job distribution 47 75
5 5s 2
6 Calibration Status
7 Takt Board 1
8 Skill matrix
9 Quality Inspection - CC1 Station card ????? 25
10 Check cards 1
11 DPP - Daily production plan 0
12 Kanban 0
13 Defects/Damage parts 0
14 Waste Segeregation 0
Non Value added operations
Model 2 Model 3
Model 1 0.00 Walking path 0.00 Walking path 0.00
Taking parts 0.2 0.00 Putting parts 0.00 Putting parts 0.00
Putting parts 0.5 0.00 0.00 0.00
0.00 0.00 0.00
Total 0.00 Total 0.00 Total 0.00
Safety
0.00
131.0 83.0 8.0 0.0 0.0
Engineering
Production
Amjad
Ahmad
Pr Engineer
Supervisor
Shahul
Ijaz
Production Card - Standard Operation SheetIssue
Date 20/09/2017 Rev: 1 Model Production TACT
Applied Model and Operation
Time in mins
Team
leader
(Name)
TP1 Alan
Confirmation by
Process
Name
Station 1 - Frame & Cross member Droppping
PA - Cross memberVolvo
No. Activity / Main Step Key Point 4X2 6x4 8x4
Check all the KPI's as per level 1 board
Refer AM sheet,(How to perform its
already available on check sheet)
Station card
Station card
Refer OBC sheet
Refer 5s daily/weekly check sheet
Station card
Update the takt board as per line
movement
Stock
Refer skill matrix board
Operating Area Inspection
Symbols
Station card
Station card
Station card
follow the DPP sequence as per
planned (Level 1 meeting
Total time of non value added operation
Total Cycle time
Station Card
Detail Card
49
Arabian Vehicles & Trucks Industry Co. Ltd.
VPS – Going For Diamond
STATION CARD
➢ sTATION cards to have the standard activity on each stations
Quality Inspection Time in mins: 5
1 2.00
2 1.00
3 2.00
4
.
If there is any deviations in process,report to Team Leader/Supervisor as soon as possible
Page 1 of 1
Station Card Operation Sheet
Operation Name
No Main Steps / Activity Time Key Points (Reason) Photographs, Drawings, Specifications and others.
Inspect the chassis after operator completion Verify the assembly and ensure no detect
Refer the CC1 checkt Check the torque value as per the CC1 instruction
Measure the torque for CC1
Mark the joints with green marker for CC1
Mention the actual torque value on the CC1
instruction
If not ok adjust it to specific value and sign
Sign on CC1 instruction after the marking and Verify
respective operators are signed once job is
complete
Special instructions & Others:
Inform to operator about the defects & mention in
open points
Sign for CC1 and Check the operator sign in
check card
2
3
50
Arabian Vehicles & Trucks Industry Co. Ltd.
VPS – Going For Diamond
DETAIL CARD from PRODUCTION CARD
Line Start- Up Check Sheet Stage No: Frame Area & Stage 01
X X
Sun Mon Tue Wed Thu Sun Mon Tue Wed Thu Sun Mon Tue Wed Thu Sun Mon Tue Wed Thu Sun Mon Tue Wed Thu Sun Mon Tue Wed Thu
Cleaning
تنظيفN/A
Dust and rust to be
removed
Cotton waste /
Scissor liftMonthly
Position 1
Position 2
Abnormal Braking
condition
التوقف الغير معتاد
No damages on remote
and cable
ال يوجد تلف على سلك الريموت
No abnormal noise and
damages on chain
ال يوجد ضجيج غير العادة من
السلسلةNo
damages/deformation
on chain & hook
ال يوجد تلف في الحبال أو العقافCheck for hook safety
lock
تأكد من سالمة قفل العقاف
Cleaning N/ADust and rust to be
removed
Cotton waste /
BrushMonthly
N/A Check No dust or rust N/A Weekly
As per picture
Check no damages and
rack screwed
تأكد من عدم وجود عيوب أو تلف
N/A Daily
Mar-17Inspector Name:
إسم المراقب
Autonomous Maintenance
الصيانة الذاتية
Judgement :
الرأي
Good
جيد
Bad
غير مناسب
Already Repaired
تم إصالحه
Visual Check
االختبار المرئي
No damages on remote,
cable & cable trolleys
and dust or rust
N/A
Month-Year:
Operating Check
إختبار التشغيلN/A N/A
Monthly
Over Head
Crane
DescriptionChecking Method
طريقة التأكد
Inspection Position
طريقة التأكد
Check Item
القطعة
Countermeasure /
sourceFrequency Time
Chassis Rack
Daily
Wk WkWk Wk Wk
Visual Check
االختبار المرئي
Wk
Inspector Sign
المراقب
(Team Leader or
supervisor)
Date
التاريخ
Item
القطعة
Item
القطعة
NOTE:
i) All Check points should be checked at the beginning of production v) All jib crane remote and hoise not keep together on the hook
ii) If any abnormality is found, stop and inform to your Team leader/Supervisor
iii) In case of no check mark, mark NA
iv) Don't fill anything on week end/off days and leave as blank
Date
Concern Description
شرح المشكلة
Inform to
اسم المبلغ إليه
Comments On Maintenance Monthly Check
مالحظات على الصيانة الشهرية
Name& Sign
1
Rev No.
SOP
51
Arabian Vehicles & Trucks Industry Co. Ltd.
VPS – Going For Diamond
YAMAZUMI
52
Arabian Vehicles & Trucks Industry Co. Ltd.
VPS – Going For Diamond
TAKT
53Arabian Vehicles & Trucks Industry Co. Ltd.
KPI’s
54 Arabian Vehicles & Trucks Industry Co. Ltd.
“”that means we need to understand the Root Cause and to connect that to our way of working”
“Due to our Journey Our Way of Working will Establish our KPI’s in an Excellent Position”
“We don’t focus on our KPI’s”
55
Arabian Vehicles & Trucks Industry Co. Ltd.
VPS – Going For Diamond
SAFETY MAP
56 Arabian Vehicles & Trucks Industry Co. Ltd.
Area
Behavior
Safe Behavior At risk behavior
Use Of PPE Work place
Material Handling Lifting / pulling
Attitude Equipment / tool use
Other Abnormal Tool / functioning
Observation:
Action Taken:
Repetition Yes No Observer:
Follow-up Yes No If yes, when:
Obr No Dept Date
Name
Safety Observation Card
S.1
0.2
1.1
4Ed
itio
n 1
بطاقة مراقبة السالمة
خالل الجولة التفتيشية قمنا بسؤال الزميل
:موسى العوفي عن
متى يمكنك تعبئة كرت مراقبة السالمة ؟-1
عند مالحظة أي مخالفة أثناء الدوام
ماذا يتوجب عليك فعلة بعد تعبئة الكرت ؟-2
إبالغ صاحب المخالفة ورئيسة المباشر
بالمخالفة ومناقشة الحل
بعد تعبئة الكرت وإتخاذ اإلجراء االزم اين -3
يسلم الكرت؟
يسلم الكرت لرئيسي المباشر
Safety Observation CardQuestions asked during Gemba Audit Layer from Mr. Moosa Al-Oufi:1. When can you fill the observation cardAs soon as I find any safety observation/violation at the work place.2. What is the next step?Inform the safety violator and the team leader and try to find the solution of observation.3. What is the next step?Give to my team leader.
Safety Culture
57Arabian Vehicles & Trucks Industry Co. Ltd.
Safety (No. of Accidents with Lost Time)
11
12
3
0 0 00
2
4
6
8
10
12
14
2013 2014 2015 2016 2017 2018
No.
Accidents
58Arabian Vehicles & Trucks Industry Co. Ltd.
Product Audit
26
29
17.2 17.9
22.224.4
17.919
11
13.7
10.6
12.2
0
10
20
30
40
50
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Product Audit Target
DP
Global Target 19 DP
Internal AVI Target 10 DP
Diamond Status Target 5 DP
Produced more than 2497 trucks since last 100 DP. Produced
more than 1167 trucks since last 25 DP.
Factory Closure of 12 weeks
RNC for all 5DP as well.
100 DP
Safety Risk. Vehicle Can not drive
25 DP Safety Risk but vehicle can be driven to service workshop
5 DP Customer will notice the fault but can wait till the next planned service interval.
59Arabian Vehicles & Trucks Industry Co. Ltd.
Delivery Precision
53
6865
90
58 61
72
67
77
85
7773
0
20
40
60
80
100
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
%
Delivery Precision Target
60Arabian Vehicles & Trucks Industry Co. Ltd.
First Time Through
32
60
69
7881 80
0
20
40
60
80
100
2013 2014 2015 2016 2017 2018
%
FTT Target
61Arabian Vehicles & Trucks Industry Co. Ltd.
Hours / Truck
239
201
141
128134
9881 94
0
50
100
150
200
250
300
2011 2012 2013 2014 2015 2016 2017 2018
Hours
Hours / Truck Target
Introduction of two new variants in factory without any
support from International Manufacturing.
62Arabian Vehicles & Trucks Industry Co. Ltd.
Absent (Permanent)
7%
3%
1.2%
1.6%
0.5%0.20%
0.20%
0%
1%
2%
3%
4%
5%
6%
7%
8%
2012 2013 2014 2015 2016 2017 2018
%
Absent Permanent
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