Product Development forLean Manufacturing
How Freudenberg-NOK IntegratesLean Product Development into APQP
Aras Community Network
• $7.5 billion in total annual sales, with global automotive sales of ~$4 billion• One of only 8 in the top 100 OE automotive suppliers that has global
balance in each of the three major automotive markets - Asia, Europe and North America - Automotive News
• Offers world-class product development and manufacturing at 57 automotive operations in 27 countries - facilities include:
25 in North and South America21 in Europe11 in the Pacific Rim
• One of the world's largest non-tire rubber fabricators,annually produces 10 billion components worldwide
The Freudenbergand NOK Group
• Sealing packages for engines, transmissions, brakes, axles and steering
• Complete noise, vibration and harshness (NVH) reduction components and packages
• All rubber, plastic and PTFE components for suspension, electrical and fuel systems
Automotive Products
Lean atFreudenberg-NOK
Where’s theProduct Developmentfor Lean Initiative? Nothing formal,
It just happened organically
• We are a SKU warriorMany individual unrelated components
• Evolution of Product Development ProcessFocused on Program Mgt within APQP contextTried to avoid having our solutions deployment stagnate into an “engineering only” system
• Focused on broad, phase-based product development with emphasis on high level tasks and deliverables
• Using Aras Innovator for over 4 years
Product Development at Freudenberg-NOK
Basic Considerations
Applying Lean Techniques to Engineering
Kennedy & Liker TPDS Methodology
Approaches to Lean in Product Development
Stamping S. Weld #1 S. Weld #2 Assembly 1 ShippingAssembly 2
I I I I I I
Michigan Steel Co.
State Street Assembly
18,400 pcs/mo-12,400 “L”-6,400 “R”
Tray = 20 pieces
2 shifts
2700L1440R
4.5 days
Daily Ship Schedule
90/60/30 day ForecastsProduction
Control
MRP
“Acme Stamping” Current State Stream Map
Daily Order
6-week Forecast
Weekly Fax
1200L640R
2 days
1600L850R
2.7 days
1100L600R
1.8 days
4600L2400R
7.6 days
Coils5 days
1x Daily
5 days1 second
7.6 days39 seconds
1.8 days46 seconds
2.7 days62 seconds
2 days40 seconds
4.5 days
Tues. + Thurs
C/T=1 secondC/O=1 hourUptime=85%
1
C/T=39 sec.C/O=10 min.Uptime=100%
1
C/T=46 sec.C/O=10 min.Uptime=80%
1
C/T62 sec.C/O= 0Uptime=100%
1
C/T=40 sec.C/O= 0Uptime=100%
1
1 1 11
200 T
Weekly Schedule
920 pcs/day
1
Acme StampingSteering BracketsCurrent State (Date)
500 ft coils
=23.6 daysProduction Lead timeValue Added Time =188 sec.
How We Approached Lean Development
Basic Lean Considerations during Product DevelopmentSlot into an existing Lean Product Family?
Use existing Value Stream and / or Sequence of Events?
Existing preferred suppliers qualified for Lean deliveries?
Targeting specific lines or work cells?
Takt Time calculated prior to launch?
Tooling & equipment ‘quick change over’ SMED ready?
Design for manufacturability include poka yoke “mistake proofing”?
Fundamental Goals
Reduce Time to Volume at Launch
Ensure Highest Quality Levels
Eliminate Waste During Production Ramp
Achieve Operations and Supply Chain Readiness
Reduce Associated Preproduction Preparation Costs
Maximize New Product Profit Margins
StandardAPQP
Checklist
All APQP phaseshave activities thatinitiate Lean Processes
APQP – LeanTouch Points
Value EngineeringLean Processes
Value Analysis
(DPTP) Design To Production Transition
(DFSS) Design for Six Sigma
3P
Poka Yoke(Mistake Proofing)
Standard Work
Takt time
Competitive PracticesAPQP Context
Phase 1 - Plan & Define Program
Phase 2 - Product Design & Development Verification
Phase 3 - Process Design & Development Verification
Phase 4 - Product and Process Validation
Phase 5 - Feedback Assessment & Corrective Action
APQP
Concept Design Development Launch Manufacture
CompanyProprietary
Deliverables
DCXFord
GM
Customer / PlantSpecific Templates
Able toDrill Downto Actual Activitiesto take Actionif Needed
Use DashboardApproach
Program Dashboard
Freudenberg-NOKFlawless Launch Program
Executive ScorecardsMeasure• Customer Satisfaction• Plant Launch PerformanceTrack
QualityServiceReadinessTimelinessProfitability
KPI MetricsKPI Metrics
KPI Metrics
Future Direction
• Live DocumentsImprove document control during phase 2 & 3SIMPLE integration, eliminate share drives
• Project Request ProcessUse Aras Innovator for project initiation up frontManage program initiation processUse workflows with projects» Who’s working on what» Hours charged» Results achieved
• These are areas we think offer collaboration opportunities moving forward
Summary
• Standardizing APQP has allowed us to standardize our signaling to kick offLean processes
• APQP like Lean is a process not a project
• After 15 years and thousands of Kaizens, we still see lots of low hanging opportunity
