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2. E-Z-GOs Beginning State
A plaque outside the E-Z-GO weld shop shows the transformation of the facility and commemorates the shops embarking on a journey of continuous improvement. It reads, In 2007 the weld-shop team began a journey of continuous improvement.This ongoing journey will transform the shop into a benchmark of premier fabrication performance.This spot has intentionally been left unimproved, not as a look backward, but as a constant reminder of the importance of moving forward. 3. State of the Business
4. Textron Vision To bethe premiermulti-industry company recognized for our network of powerfulbrands , world-class enterpriseprocessesand talentedpeople E-Z-GO Mission To be the premier provider of light transportation vehicles achieving global recognition as the benchmark forcustomer satisfactionandfinancial results E-Z-GO Values Statement To fulfill these goals, E-Z-GO will exemplify Textrons values ofintegrity ,trust ,respectand thepursuit of excellencewhich will enable us to become the employer of choice in the industry Strategic Direction: Premier 5. What is the Enterprise Shingo Prize?
6. Textron Business System Assessment Section 1: Cultural Enablers (20%) Section 2: Business Operating System (45%) Section 3: Enterprise Thinking (10%) Section 4: Business Results (25%) 1.1 Leadership and Ethics 1.2 People Development 1.3 Empowerment and Involvement 1.4 Environmental, Health & Safety 2.1 Business Management and Lean Principles 2.2 Customer Management 2.3 Product/Service Development 2.4 Operations 2.5 Supply Management 3.1 Lean Enterprise Culture 3.2 Policy Deployment 4.1 People Development 4.2 Quality 4.3 Delivery 4.4 Cost 4.5 Financial Impact 4.6 Competitive Impact TBSA Aligned with Shingo Prize Criteria 7. Goal set in 2004:Shingo Gold in 08
Key is to Just Get Started and Include Everyone 8. Implementation Evolution
9. Initial TBSA February 2005 10. 2006 High Level Lean Maturity Road Map 11. What is an Accelerator ?
Reach out continuous improvement mindset2-5x faster
12. Accelerator Composed of 4 Teams
Order of Physical Activity and Changes Reverse Order of Impact to Sustain Improvements 13. Meeting Cadence Daily, weekly, monthly touch points Established 14. Current State Value Stream Map 30% productivity loss Due to imbalanced line 70% of FTQ issues areFrom material shortage issues 50% of parts have a lead time Greater than the order visibility; parts are ordered from forecast Excess inventory in the yard 15. Future State Value Stream Map Customer Ship Assembly (Paced) Custom Cars SMRs Include Reconfigs OE with TFC Tie SIOP Scheduling MPS, Traffic, Sales, Load Seq MRP Suppliers Receiving Internal Fabrication Cars Accy Internal & Purchased Internal Common Parts Drop-off Warehouse E-Z-GO 3PL RBW Trailers Raw Materials FIFO ECR/ECN FIFO FIFO FIFO Crate Cars Line balanced across models Order and forecasting Closely linked Standard work For incoming Material flow Match orders with FG inventory 16. Design Principles - Metrics
Keys to driving sustained impact across Mixed Model value stream andE-Z-GO
17. Process Flow:Manage to Takt
Some stations very close or over takt (when walking time included) limiting production capacity and causing waiting elsewhere Red = walking Orange = sub-assemblies Yellow = variation Green/blue = 2+2G work elements On average, station cycle time is 30% lower than takt to meet 85 vehicles/day there is significant opportunity to rebalance to fewer stations Takt = 85vehicles/day 18. Business Level Metrics Cascaded throughout Organization
19. Material Flow: Sequence Center to Assembly 20.
Information Flow:Scheduling 21. The work has been very hard but in the end has been very rewarding.We know that there are still some things that need to be checked and worked out You can move around the areas a lot easier With the new way the line moves, it give me more time to get done what I need to do Parts are stocked up all of the time now Now we run by the schedule, unless we happen to be out of a particular partNow it is not as cluttered and things are well organized, so we have plenty of room Before the changes on the assembly many people were weary of it and didnt think actually that it would work. So far it has worked out extremely well.I think the process has been beneficial to everyone on the line as well as to E-Z-GO.Parts presentation is a MAJOR changeThe big difference I see is how the line runs now it looks like the line is running slower Communication boards help us know what is going on and what we have to face for the day Now it is a lot SAFER to work CMB Team:Employee Engagement 22. Cultures Mindsets and Behaviors
23. Evolution to Business Level Improvement
24. Driving CI Responsibility to Operator
25. Pay for Performance Metric Driven
Dont be Calling in Sick.youre taking money out of my pocket 26. Accelerator is Results Driven: Be Patient: Likely to Get Worse BeforeImprovement is Realized Metric Before After Operator Load Efficiency 54% 98% First Time Quality 51% 98% Inventory Accuracy 82% 97% Schedule Adherence 62% 95% 27. What is Next?
The Journey Continues