2 - yasuaki yamamoto(tkg)_26 tocpa_japan_19 may 2016_eng-upgr

26th International Conference of the

TOC Practitioners Alliance - TOCPAwww.tocpractice.com 19-20 May 2016, Fukuoka, Japan

⾦型事業におけるCCPMを⽤いた工場管理の仕組み構築

Using CCPM to build management process

in mold manufacturing

山本康昭Yasuaki Yamamoto

株式会社タカギ⾦型部製造課TAKAGI CO.,LTDPlastic Mold Manufacturing Dept. Manufacturing Division

19th May, 2016

26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 2

山本康昭Yasuaki Yamamoto

株式会社タカギ⾦型部製造課課⻑1990年プラスチック射出成型⾦型製作メーカー(株)髙城精機製作所に入社し、⾦型仕上げ業務、⾦型設計業務に従事2012年浄水器・散水用品メーカー(株)タカギと合併現職国家技能検定「仕上げ特級」技能士TOCに関して、ジュントスの支援のもと、2015年7⽉より⾦型製造⼯程にてCCPMの運用を開始。⾦型製作リードタイム短縮、スループット増加の成果を得る。その中で⾒えてきた課題解決に奮闘中

[email protected]

Yasuaki Yamamoto is the production manager of Takagi Co., Ltd.

He joined in 1990, and was engaged in mold manufacturing and molddesign since then.

He started CCPM implementation with the help of Juntos Consulting.Mold Manufacturing Dept. has moved to the full execution since July 2015,and achieved significant results of reducing production lead time andincreasing throughput.

He is currently working on solving problems for POOGI through the useof CCPM.


1. Company Overview2. Background3. Problem & Solution4. Challenges5. Results6. Next Steps7. Lessons Learned

Agenda


• Company Name: Takagi Co., Ltd.

• Headquarters Location: Kitakyushu City, Fukuoka, Japan

• Capital: 498 million JPN Yen

• Foundation: May, 1961

• President: Toshio Takagi (Founder)

• No. of Employees: 524 (as of March, 2012)

• Company Area: 19,776sqm

• Regional Office: East Japan, Central Japan, West Japan

• Branch: Sapporo, Kitakanto, Tokyo, Yokohama, Nagoya, Osaka, Hiroshima, Fukuoka

• Sales Offices: Sendai, Niigata, Takamatsu, Kitakyushu, Kagoshima

• Representative Office: Dusseldorf (Germany)

• Business Outline: Development, manufacturing and sale of plastic products & water

purifiers for household use, dies & molds, greenery business

• Main Products: Plastic products for gardening, water purifiers for household use,

Plastic injection & molding, Dies

• Certifications: ISO9001, ISO14001

• Affiliated Company: Takagi Vietnam Co., Ltd.

Company Overview


1961年九州初のプラスチック射出⾦型

メーカー！

7,800型製作の実績！

プラスチック射出成型用金型製作プラスチック射出成型用金型製作プラスチック射出成型用金型製作プラスチック射出成型用金型製作

Watering Business

Dies&

Molds

Water Purifier

Business

Business Overview


Automobile35%

Internal33%

Commodity10%

Consumer Electrics

3%

Building Material

2%

Medical 1%

Others16%

Sales

Customer Profile –

Mold Manufacturing Business


Mold Manufacturing

Fixed side

Moveable side

Parts Production

Assembly

ClosedOpen

Molded item

Molded item


Quotation

Adjust

Order

received

Design Parts Production

Assembly

TRY

Delivery

Adjust

TRY

Inspection

・・・

Overall Mfg. Project ProcessMold DesignProcess

Mold Mfg. Process

Process Flow


Build a mechanism of “Smart Production Management” to enable higher productivity and higher TP

� Increase Throughput (TP)

▪ More and more pressure to increase the # of produced molds in order to improve our high-cost structure.

� Improve Response time to customers

▪ External customers request for shorter delivery time

▪ Reducing production cycle time will satisfy internal customer’s need to shorten product development time

Business Needs


2015年1月Jan

2月Feb

3月Mar

4月Apr

5月May

6月Jun

7月Jul

8月Aug

9月Sep

10月Oct

11月Nov

12月Dec

現状調査 &解決策の設計

CRS & SolutionDesign

Mfg. CCPMDuration:

10w

Design CCPMDuration:

4w

現状調査 &

解決策の設計CRS &

Solution Design

PJ管理導入

PJ Ctrl Impl

ﾀｽｸ管理導入Task MgmtImpl

WIP低減WIP Reduction

Concerto Go-live

Management Debriefing

Concerto Go-live

ﾀｽｸ管理導入Task MgmtImpl

WIP低減WIP

Reduction

Implementation Timeline


Parts Processing Assembly

Parts Production Assembly Adjust 1

1st

TRY1st

TRYAdjust

2 ・・・Project A

Project B Parts Production AssemblyAdjust

1

2nd

TRY2nd

TRY

1st

TRY1st

TRY

ModifyC

RepairD

Problems in Mold Manufacturing

Short works

Short works

� Existing projects are disrupted by ‘short works’� Production plans are often changed� Resources (workers/machines) are not available when needed� Too much overtime


Problem Structure

Switch to another task while waiting

input/decision/help

Multitasking

Task/project duration takes longer

Need to show progress

Wait time

High WIP

Fixed schedule

Suddenly adjustment

instruction comes in after TRY(Short work)


What to change?

� High WIP� Too many open workstreams

� Resources spread thin

� Unmanaged short works

� Need to show progress� Start unprepared tasks when

planned start date comes

� Fixed Schedule� Local and unclear priority

� Reduce and Control WIP� Limit # of open workstreams

� Resource concentration

� Managing short works

� Full-Kit� Don’t start tasks unless

preparation is completed

� Flexible (Buffered) Schedule� Allocate resources based on

Buffer priority

What to change to?

Direction of Solution


3 mechanisms for maintaining Low WIP to avoid multit asking:

• Organization Level – Divide resources to Project pipeline and Short work pipeline

• Project Level – Limit WIP by phase, and release projects by one-out & one-in

•Workstream Level – Reduce workstream WIP in project planning

Project Pipeline

Short Work PipelineProject

Short Work

One-out

One-inParts Production

PhaseAssembly Phase

Fixed side

Moveable side

Slide etc.

Workstream 1

Workstream 2

Workstream 3

Fixed side Moveable side

Slide etc.

Reduce and Control WIP –

Pipelining


固定側 Fixed side

可動側 Moveable side

ｽﾗｲﾄﾞ他 Slide etc.

固定側Fixed side

可動側Moveable side

ｽﾗｲﾄﾞ他 Slide etc.

Pre-machining MachiningElectric-

Machining

Electric-dischargingMachining

Process Flow

• WIP = 3

• Resources spread thin

• No dependency among 3 work-

streams

• WIP = 2

• Resourced concentrated

• Strategically made dependency

between work-streams

CCPM Rule 1: Pipelining –

Workstream WIP Reduction


Original schedule(Date-driven)

Resolved resource contention

(but delayed)Low WIP & resource

concentrated schedule


Workstream WIP Reduction


WIQ1

FK 1

FK 2

WIQ2

Project

Customer Assessment

Project completed

OK

Adjustment

NG

Value

To Short work team

WIQ3

Short work

Short work completed

WIP – Work in ProcessWIQ – Work in Queue

One-out

One-inOne-outOne-in

One-outOne-in

WIP = 5FK

Parts Production Phase

Short work

Assembly Phase


Phase-based Release Control



Managing Short Works


Pre-machining Machining

Electric-dischargingMachining

Assembly TRY

FK FK 1

FK FK 2 グループ分け

・固定側・可動側

グループ分け・固定側・可動側・スライド他

FK1で揃えるべき項目：□ マシニングのプログラム及びその確認□ 機械の利⽤可能性□ 刃具が調達出来ている□ 電極のプログラム□ 素材・購入品が揃っている(発注完了し入荷

日が明確となっているもの含む)□ 部品図面□ 加工仕上がり精度の合意□ モールドベースの入荷日が明確である□ (S番の場合)⾦型分解

FK2で揃えるべき項目：□ 客先の量産開始日の決定(⾒込み含む)□ トライ(T1)を⾏う日程の決定□ 全ての部品が揃い必要な磨き、下準備が完

了□ 購入部品が揃っている(発注完了し入荷日が

明確となっているもの含む)□ 組⽴レビュー完了

CCPM Rule 2: Full-Kit –

Setting Full-Kit Points


プロジェクトＢ

プロジェクトC

プロジェクトE

プロジェクトD

プロジェクトD

プロジェクトＢ

プロジェクトC

CCPM Rule 2: Full-Kit –

Managing Full-Kit by Concerto


PartsProduction Assembly TRY

Interruption

Interruption

Interruption

Parts Production Assembly TRY

PartsProduction Assy TRY Project Buffer

MilestoneBuffer

Original Plan

Resource Concentration

50% Duration Cut & 50% Buffer

TRY date

Target date

CCPM Rule 3: Buffer Mgmt –

Buffering



Buffer Mgmt Meetings

Task Update Meeting

Daily 9:00, <10min

Buffer Recovery Meeting

Mon 16:45, 30min

Issue

Resolution

Operations Review

Daily Weekly Monthly

Run BM24:00

Buffer Recovery

Actions

Corrective

Actions/Change

Policy

Full Kit Meeting

Wed 16:30, <15min


Resource Mgr

Executive（⾦型部部⻑）

Resource Mgr（製造課課⻑）

Task Mgr（製造課係⻑） Task Mgr

WorkerResources（作業者） Worker Worker

Executive

Short Work Mgr

Worker Worker

Project Mgr/Short work Mgr（製造課主事）

Project Mgr

Escalation

Escalation

Escalation

Escalation

Task Update Meeting

10min/day

Operation Review

30min/moFull-kit Meeting

15min/wk

Buffer Recovery Meeting

30min/wk

Escalation


Issue Resolution Process


Scope of Projects & Measurements ：We have defined our management scope & measurements with the view of “what is our responsibility as managers ” instead of “controllable ”

Organizing “Short work Team (=Expert team)” ：• Naming – with an intention of ”Be proficient craftsmen! “• Personnel selection – Assign No.2 expert as a leader

• Operation:▪ Release control: WIP target of 5

▪ Manage Work In Queue (WIQ) and release orders with earlier due dates

▪ Priority in pipeline: FIFO

▪ Recovery actions: Resources can be added from “Green” projects

▪ Measurements: Throughput, Cycle time

Challenges


Production CT

Project Overall CT

Result:Production Cycle Time Reduction


Production TP

Black line: Target of 5.3/mo

Project TP Black line: Target of 5/mo

Result:Increased Throughput


Results – Summary

Before Target After(2015/7-12)

% Var.

Overall Cycle Time 60d 45d 48d 20%↓

Production Cycle Time 22.4d 11d 15d* 33%↓

Throughput 4/month 5.3/month 5.3/month 33%↑

33% reduced

Days

Production Cycle Time

22 d 15

d

20% reduced

Days

Overall Cycle Time

60 d 48

d

33% increased

# of projects completed per month

Throughput

45.3

＊This figure was achieved although average project size was 26% bigger than baseline.


What Went Well:• As workload situation and Project’s progress can be recognized at a glance, necessary information is shared between sales, design, and manufacturing.• By limiting number of projects, we can concentrate one mold production.• My role became clear.• We changed our mind for seeking faster production and setup.• Multi-skill development enhanced.• It seems that uptime of machines went up.

Areas For Improvement:• Feel lack of resources.• More workload required for managing execution.• Overtime is unavoidable when multiple molds should be delivered on same DD.• More amount of short works than expected, big urgent load

⇒ because of increased completion rate of projects?• Still have some difficulties to assign resources based on work priority.

These issues/problems are revealed by increasing flow and throughput.We can achieve further improvement by solving them!

Employee’s Voice


• Better management for short works

• Applying CCPM to Mold Design division

• Better Subcontract management

• Further shrink of project overall cycle time

Next Steps


Background：TP of Mold Mfg. increased. For that, Mold Design Div. increased the release rate of projects and increased in TP of Design as well, however had caused high WIP and longer CT.Implementation：Involved outsourcing resources in China, and implemented the CCPM’s three rules within one monthAchieved Benefits：Capability was expanded as design cycle times are shortened.

Significant reduction of delays. Manageability improved.

Before Target After(2016/3-4)

% Var.

Design Cycle Time 21d 10d 9d 57%↓

57% reduced

Days

Design Cycle Time

21d

9d

Applying CCPM to

Mold Design Div.


Management is important!!

・Corrective actions to solve raised issuesBefore) Leave everything to workers (noninterference)New) Managers should interference when needed

・Manager’s Role as:Building the way of workingSustaining a new mechanism ⇒ Improvement

Maximizing Organizational Output

Lessons Learned

2 - yasuaki yamamoto(tkg)_26 tocpa_japan_19 may 2016_eng-upgr

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