Strategic and Industrial Vision

As per Lean Manufacturing Implementation

CONFIDENTIAL

Present

Regis Fournier

Régis

Fournier

2

Summary

The Challenge P. 3

Lean Note P. 6

Takt Time Observation P. 7

Production Organization as per new Takt Time P. 8

Improvement of Quality Hourly & Tracking P. 9

Push Flow & Pull Flow P. 10

The Takt Time P. 11

A Balance Board OF Takt Time P. 13

The J.I.T. “Just In Time” P. 14

Example of Production Layout P. 15

line configuration for Flexible Production P. 16

Details of Implementation Area for Main Assembly Line P. 17

Visual Work in Progress P. 18

Workstation Model Layout P. 19

Work Station Designed P. 20

Concrete Example of Work Station Improvement P. 21

Lean Deployment P. 22

Department Process Policy P. 23

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Lean Manufacturing Result Experience P. 5

Régis Fournier

3

The Challenge

The objective of increasing significantly its industrial activity for

the next coming 2 years…

To Success and Guaranty a perfect Quality Products as well as Quantity

requirement, we have to implement an Industrial Approach to Standardize

and Optimize our P.Q.S. (Production Quality System).

This will be possible by developing and systematizing the “Lean” Philosophy

as a “Way of Life” and ensure the best Service and Quality Products to our

Customers.

We will focus on the centralization of the information's, good practices

through Method and Expertize of our Artisans and a global standardisation

of our process.

Provide the Best from each and everyone who’s involved in the day to day

management.

Ensure Consistency in your production and quality of products by using the

specific expertise of your Artisans and Optimise the Know-How of each and

every one.

To Implement the same way of working inside each of your line production

to implement the “a specifically Industrial Philosophy”. This will involved all

the concerned department from Store to PPD, from Quality so Supply Chain

around the entire production team.

This presentation has been done in order to analyse the different

actions/proposals to be develop to ensure the success of the assignment.

Keys Words

- Standardization

- continuous improvement

- Process / Method

- Nomenclature

- Team Work

- Quality

- Monitoring

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Direct Impact

- Increase Production Capacity

- Reduce Cost and Wastage

- Improve Quality & Consistency

- Standardize our Process

- Improve the communication

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The main objectives are:

To reduced setup time.

To Improve the flow of goods from warehouse to shelves.

To Develop Employees with multiple skills and more efficiently.

To Synchronize the Production scheduling and work hour consistency with demand.

To focus on supplier relationships.

To Minimize the storage space needed.

To develop Tracking production process.

To standardize some components (ex. the same handle may be use on different bags…)

To develop Nomenclature system as per Kits Components, Raw Materials, Suppliers…

To centralize all the Quality information, process and Action plan & good practices done.

To standardize all the new development of product.

To reduce investment cost (Machineries,…) by developing our Workshops as specialist

(Components, Finished Goods assembly Line…

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Lean Manufacturing Result Experience

- Gain of 30 % of productivity. Into less than 2 years

- Reduce of 30 to 40 % of surface used. Into 1 year.

- Reduce of 40 to 50 % of stock into 2 years

- Clear Key Performance Indicators. K.P.I.

- Clear Order Tracking as per Customer demand

- Easy to Identify any problem inside the Workshop

Results

+

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Lean Note/Observation as per Traditional Industry

We identify a multitude of operations that are performed within each production lines. (Lining,

Hedge Coloring, Handles, Tags …)

In the context of continuous improvement, we need to identify & isolate operations to develop

groups of specialists according to steps of production.

This will bring greater expertise and greater efficiency in productivity and improved consistency

in the quality by getting skill Artisans like an expert of the task.

Few Quality Control station to ensure that the parts of product on line are accepted as per

quality requirement. If the pieces are not conform, the risk is to get the knowledge at the final

stage of production, means a total lost of time as per customer demand.

In the context of the Continuous Improvement every department and artisan are concern by

the quality, if any quality issue happened, we are able to get the tracking of the problem origin

and resolve it in a very short time.

Most of quality control are based on sample process which is reduce the time need.

We identify a huge quantity regarding the Work In Progress, without getting any guaranty that

the order position feedback will be clear and reliable. Consequence of this lack of information

will be to our knowledge only during the shipment day, which will be too late to get a clear

action and respect the production engagement .

The Tracking has to be the earth of the production process, as per order reference to respect

our Customer Demand. Implementation of the Hourly, Daily, Weekly, Quarterly, bi-annual and

annual report as per our Key Performance Indicators is one of the challenge in the Continuous

Improvement of production.

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Splitting / Skiving

Assembly Line per Finished Product

Cutting / Marking

Components / Kit

Coloring, Burning, Re-cutting, Embossed, hand stitching….

Cutting / Marking Coloring, Burning, Re-cutting, Embossed, Stitch….

Cutting / Marking

KITS COMPONENTS Assembly Line

- Lining

- Handles

- Shoulders

- Inside Small Leather Goods

- Tag

Assembly Line per Component

1st – Cutting Unit or Department

2nd – Preparation and Kit

Components Unit or Department

3rd - Finished Goods assembly Unit or

Department

Step 3

Step 2

Step 1

Splitting / Skiving

Identification of 3 steps level as per Production Process

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Incoming

Quality Control

IQC

Store Cutting

Finished Goods Assembly

Kits Components

Assembly

Outgoing

Quality Control

OQC

Store

Store

Store

StoreOQC

Outgoing Quality Control

OQC Boutique Delivery

Leather and Raw

Materials

Production Organization as per new Takt Time

Régis Fournier

Cutting Marking

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- Individual Hourly Monitoring as per plan.- Consumption Monitoring.

- Total Controlling for each piece and focus on the Auto-control.

- + Outgoing Quality Control before going back to store.

Kits Components (included Preparation and Assembly)

Final Assembly Line for Finished Goods

- Hourly Input as per Line.- Hourly Output as per Line.- Individual Output.

- Total Controlling for each piece and focus on the Auto-control.

- Outgoing Quality Control before going back to store

- Total Controlling for each piece and focus on the Auto-control.

- Outgoing Finished Goods control.

Improvement of Quality Control, Hourly Monitoring & Order Tracking

- Hourly Input as per Line.- Hourly Output as per Line.- Individual Output.

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Example of

PUSH FLOW

Example of

PULL FLOW

Push Flow and Pull Flow

Customer Demand

Production Capacity

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Circle

Time (in minute)

5 work stations

1 1.6

2

4 Balance work

stations

2

Takt Time

2

The Takt Time synchronize the cadence of each Process regarding the Customer demand

Takt Time = To Smooth the Working Available Time

Customer Demand as per working hours need

The production output depends on the work

station where the working charge is the most

important.

• The line balance involve the maximum of activity by artisans

• The Output is regular…

• …as per Customer demand (Takt time)

Takt Time

2 21.8

1.6

Comments:In this situation, going under Lean System, we will save as per the production a total of 200minutes. (5x2x100) – (4x2x100) = 200.Because the total production will be closed only after the highest time workstation will be able tofollow the production lot.

Analyzed done on: 1 product need 8 minutes, based on 100 pieces to be produce

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Takt time help us to improve performance by providing necessary details to follow-up

• The Takt Time is based on the hourly calculation a per production and the correct monitoring of production by cells on the real Time

• Combines to Visual Management, this is helpful to implement the Problem Solving Method and the Continuous Improvement.

To indicate every hours the output information as per the Target of the day/hours

For any difference as

per the Target, each

Artisan has to justify

the cause and

actions taken.

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Step 1 : Create summary map to

understand the process and develop a

commentary observation

Step 2 : Represent the summary of

the current situation “Yamazumi”

to understand the balance of the

line and the position of bottlenecks

Step 3 : Develop a new

information board

"Yamazumi" with more details

to define how we may balance

the final position.

This working board also serves as a key

support to balance the line when the

production rate should be changed

A Balance Board to be created to Identify, based on the Takt Time the main Challenge

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Reduce the production costs

while also increase the quality

and the flexibility services

Increase

Productivity

Reduces of delays

(waiting time)

Save space

Levers Operated by the JIT (Just in Time) : synthesis

Support Impact

• Removing unforeseen (unexpected)

• To reduce the non-value added time (e.g.,

movements, handling)

• Removing buffers decrease / the CONTROL

of the hazard and the variability

(fluctuation)

• Removing the non-control stock

• Team-Work

• Fast loop regarding the feedback to the

input flow: easiest to detect problems and

to manage the performance.

Others

Virtuous System !

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The Layout of Production line is designed based on the frequency with the target to reduce at the minimum the wastage and to be

adapted to the constraints (Human, materials, space)

*Examples of non-value added activities: pick up tools / materials, to conduct inspections

From the first Draft … … at the final Proposal

Double

Handling

Stock

Movement outside of the working area

1 2 3 4

7 6 5

1 2

3 4

5

Better Supplying and

– viewed regarding

materials

Direct link

between the lines

Direct line access from both

side

• Important part of the non-value added activities

• Workstation under the Takt Time

• Floating delay

Non-value added activities *

Working Station

Takt Time

1 2 3 4 5 6 7

• Minimum part of the non-value added activities

• Workstation at the optimization of Takt Time

• Smooth Process, well balance

Working Station

Takt Time

1 2 3 4 5 6

6

Non-value added activities *

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A

INV

B

C

D

INV

INV

INV

E

INV

F

Batch Production

One self Line

A

B

C

D

E

F

Continuous Flow

A F

Linear Line U Line Parallel Line

A

B

C

D

E

F

Flexibility and Ergonomic Optimization

• Immediate information's feedback

• Minimum Stock• Less space

needed

• Clear view as per production working progress

• Less space needed• Ease as per Artisan’s Multi-Skills

• Less space needed• Well adapted producing pairs

as per products

Example of line configuration for Flexible Production

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Details of Implementation Area Regarding Main Assembly Line

*security and safety constraints in particular for iron burn cohabitation with solvent adhesives on the tables for this leather good product

Emmergency

Way

Pieces in

Kits

Pieces ready

for control and

packing

To Standardize the

place and the quantity

as per Work in Progress

need

Artisan’s inside the

U Line to Optimize

the Flexibility

7 work stations =

7 Artisans

Several mix operations

on tables (standardized

disposition *)

Work Sheet Instruction

Display

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Visual Work in Progress Between Each Work Station

Option 1 : "flow racks" Option 2 : segregate the Work in Progress

4 5 6 4 5 6

• In both cases, the W.I.P. is visible, and will help us to identify any temporary or permanent problems.

• The theoretical W.I.P. is 2 boxes before / after .

Advantages

Rejected piecesReparations

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4 5 6

Rejected piecesReparations

On Line

Kanban

Workstation Model Layout as per line Process

The Butterfly: Artisan’s Position using by

the only one who can delivery all the

Kanban…

The Workstation: Balance Workstation

included worksheet instruction.

The Andon: When we are facing any

production issue. Nobody move out of the

place but has to inform by using red color

light

The W.I.P : Visual WIP to ensure the

respect of the process and identify if need

any production problem.

On Line Kanban: No Artisan’s

movement during production time out

of the workstation. Anticipation to be

done.

Orange Tray: To be collect by the

“butterfly” and rework to be done

immediately. Not to delay the delivery

time. Complete analyzed to be done

Red Tray: To be collected by the “Butterfly”,

the Quality Team has to analyze with PPD

and production Team, a PSM to be

implanted with correct Action Plan.

Centralize

Kanban

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Process 1 Process 2

Pro

cess 3

Process 5 Process 4

Process 4

•To anticipate all the

operational parameters ,

ex.

• Pieces flow movement

•To Identify the

support function as

per department like :

• Logistic

• Maintenance

• Quality control

• Materials Flow as per Incoming and Outgoing

• Rejected material

• Rework Flow•To estimate the

Flexibility need to

modify the layout

Each Line / Work Station has to be properly Designed to facilitate the flow and the optimization of the Efficiency

• Kanban

• Dust Bin

• Work Sheet Instruction

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Example of Work Station Improvements:

Minimize the Movement Improve the ergonomic

Increase the tolls accessibility Use Visual Support

To bring closer

materials needs for

the task

To adjust tools to

facilitate the set of

stub pressTo implement visual

identification to

facilitate the use

Facilitate the Take in

and the take out of

materials

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- To appointed Mrs. .or Mr. LEAN in each of our

Manufacturer.

- To involve Each Department. (Purchase, Store,

H.R., Quality, Process & Development, …).

This has to become a global project for each of them.

- To involve Team Leader and some Artisans as from

the development for each process line.

- Start by only one line in each manufacturer not to

destabilize the actual production flow.

- For new Manufacturer: to implement immediately

the Lean Process.

Best Way to Start from 0

Implementation New Workshop

LEAN Deployment

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Department Process Policy

- Administration

- Purchase

- Human Resources Policy

- Store

- Finance Control

- Key Performance Indicators

- Import-Export

- Planning

- Product Process Development

- Quality

- Production

- Maintenance

- Human Resources

- IS.O. Standard - Quality System Manual

- - Quality Procedure Manual

- - Environmental Procedure Manual

- - Environmental Instruction Manual

- - OHSAS 1801/2007

- Certification S.A. 8000-2010

A clear and complete policy has to be created and apply regarding all process and records for

the company

Régis Fournier

Régis Fournier