Project cycle

Measurement for process capabilities and capacities and shop floor organizing Project

Improvement Project

Project Sponsor Eng. Ahmed Abd EL-Aziz

Project Leader Eng. Ahmed EL-Daoshy

Team Member Eng. Mohamed Ysser

Business caseUniversal company hasn’t any measures for process capacities, also has a problem in shop floor organizing

Opportunity statementProcess measurements help us to determine the opportunities for improvement

Goal Statement Measure the processes capacity, improve the organizing of shop floor and improve the

communication with all levels

Project scopePresses section, we have three alternatives for identification scope:

1 -Presses types ( we have 4 types of presses)2 -Presses areas ( we have 4 areas according to presses layout)

3 -According to model and processing steps *The decision is to work according to presses areas

Project plan Team selectionActivity Start End Responsible Status Name Title Role

Eng. Ahmed Abd El-Aziz

Quality director Sponsor

Eng. Ahmed Daoshy Quality manager Project owner

Eng. Mahmoud Rezk Quality section head Team Leader (Rotated Role)

Eng. Mohamed YsserOrEng. Ahmed Magaria

QAI section headOrCKD section Head

Team Facilitator

TBD Production section head

Team Members

Eng. Mohamed Saeed Quality engineer Team Members

TBD Production supervisor Team Members

Mohamed Abd El-Nabi (Abo-Donia)

Quality Supervisor Team Members

Team Members

Team Members

Team Members

Key Organization or Department Name Power (1-5) Interest (1-5)

A Top Management TBD

B Planning department TBD

C Maintenance department TBD

D Follow up department TBD

E Technical department TBD

F Health and Safety TBD

G HR TBD

Stake holder analysis:

Power

1 5Interest

1

5

WHAT IS VALUE?

The CUSTOMER determines which activities add value!!!

Value - is defined by the customer (or consumer) as the goods and services that they are willing to pay for because it meets their requirements

Everything not wanted by the customer is non-value added and becomes waste!

VALUE Equation

Value = Benefit - Cost

Cost

Customer Value

Valu

e In

nova

tion

Cost

Customer ValueVa

lue

Inno

vatio

n

Value = Benefit / Cost

IncreaseIncreaseProfitsProfits

ExperienceKaizen (Continuous Improvement)

Implement Lean Enterprise System

Change Culture

Eliminate Waste

ReduceLead-Times

HOW

Time

Perf

orm

ance Sudden

Improvement

Incremental

Improvement

WHY




Change Culture

Eliminate Waste

ReduceLead-Times

Time

Perf

orm

ance Sudden

Improvement

Incremental

Improvement

WHY




Change Culture

Eliminate Waste

ReduceLead-Times

HOW

Time

Perf

orm

ance Sudden

Improvement

Incremental

Improvement

6 S and Visual Management

OEE analysis

Process Capability analysis

Time analysis

How to achieve it?

Steps:1.Team selection

2.Identify prototype

3.Apply 6 S + visual management

4.Review work instructions

5.Calculate process times: cycle time, OEE & Change Over Time

6.Process capabilities – Identify operation varieties

7.Develop coding system for M/C’s, dies & work stations (production – quality)

8.Coloring system (Pre-assembly & Final-assembly)

9.Enhancement communications through departments

10.Project documentation and closing

6 S and Visual Management

Why 6 S ?

To improve the organisation & standards of the workplace

Create the best environment in which to produce a product

Leads to a more efficient operation of the workshop or

office

Sustainable Continuous Improvement

Before

After

Visual Management:

Productivity Quality HR & SafetyOEE FTT Absences

Performance Scrap Safety pyramidDown time

Change over time6 S audit score

30-Day KAIZEN newspaper Best and worst week picture











OEE analysis

Overall equipment effectiveness (OEE)

•OEE is a metric that measures three aspects of equipment performance: availability, performance efficiency, and quality rate.

OEE= Availability (A) * Performance (P) * Quality rate (Q)

•Your equipment must meet its design specifications for each of these three aspects to provide the greatest possible return on your company’s investment.

•OEE is the primary measure of equipment performance. It measures how well your company’s capital assets are used.

•The metric also shows the effect of equipment related losses.

•Note: Set a benchmark of 85% OEE for each piece of equipment. (The goal is usually not 100%; an OEE of 100% would leave no time for planned maintenance downtime or for running a piece of equipment at less than its design performance to avoid overproduction or to synchronize it with other pieces of equipment.)

Types of equipment loss

1. Downtime due to machine breakdown

Ex.: Unplanned stoppages or downtime

2. Time required for setup and adjustments

Ex.: Excessive no. times for changing dies or setup for one or more models

3. Time or cycles lost to inefficient setup


4. Time or cycles lost to tooling

Ex.: Blocks to set dies on press no standard

5. Time or cycles lost to work stoppages

Ex.: Human needs, safety & ergonomics issues and defects (due to design, dies, labors and M/Cs)

6. Operating at less-than-ideal speeds

Ex.: Non existing for accurate cycle time study

7. Producing defective products

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Types of equipment loss

1. Downtime due to machine breakdown

Ex.: Unplanned stoppages or downtime

2. Time required for setup and adjustments


3. Time or cycles lost to inefficient setup


4. Time or cycles lost to tooling

Ex.: Blocks to set dies on press no standard

5. Time or cycles lost to work stoppages

Ex.: Human needs, safety & ergonomics issues and defects (due to design, dies, labors and M/Cs)

6. Operating at less-than-ideal speeds

Ex.: Non existing for accurate cycle time study

7. Producing defective products











Time analysis

Time analysis

• The objective is to raise the ratio of Value added operations to non-value added operations and eliminate waste.

WASTE Necessary NON-VALUE ADDED VALUE ADDED

TIME LINE

VALUE ADDED

Necessary NON-VALUE

ADDED

MORE TIME FOR OTHER ACTIVITIES

ELIMINATE

Cust

omer

Ord

er

Ship

ping

Ord

er

Reduction











Process Capability analysis

Why Capability Analysis?Major uses of data from a process capability analysis

1. Predicting how well the process will hold the tolerances

2. Assisting product developers/designers in selecting or modifying a process

3. Assisting in Establishing an interval between sampling for process monitoring

4. Specifying performance requirements for new equipment

5. Selecting between competing vendors

6. Planning the sequence of production processes when there is an interactive effect

of processes on tolerances

7. Reducing the variability in a manufacturing process











Needs:

1.Stop watch (4)2.Camera3.Paints4.Metal Boards5.Flip chart6.Others

Education

Project cycle