from push to pull in it by faurecia

Copyright © Institut Lean France 2013

3 & 4 October, 2013

Paris, France

From push to pull in IT: learning to create value for users

is not a long, quiet river


3 & 4 October, 2013

Paris, France

2

� 94,000 employees

� 320 sites

� 34 countries

� Group revenues: €17.4 billion

� 30 R&D centers

� 5,500 R&D engineers and technicians

� 460 patents filed in 2012

� Annual R&D investment: €943 million

5.4% of revenues

Faurecia overview2012 key figures

N°°°°6 worldwideequipment

supplier

N°°°°6 worldwideequipment

supplier

6th largest automotive equipment supplier

(2012 revenues €bn)

18. JTEKT17. Toyota Boshoku

14. BASF

13. TRW12. Delphi

10. Yasaki11. Lear

9. ZF8. Hyundai

6. 6. Johnson Controls

5. Aisin Seiki 4. Magna3. Continental2. Denso1. Bosch

20. Cummins19. Hitachi

15. Valeo

16. Sumitomo

17.4


3 & 4 October, 2013

Paris, France

3

Operational Excellencedriven by the Faurecia

Excellence SystemRenault Global Quality award

Ford Silver World Excellence Award

General Motors Supplier Quality Excellence Award

9 Awards for Chinese sites, including

Dongfeng Nissan Excellent Quality Performance

Quality : steady PPM rate at 18


3 & 4 October, 2013

Paris, FranceBack in 2006Low cost IT, poor customer focus

Seating Components ExhaustInterior

BM 400

MfgPro

85 %

15% Impact of new projects

Running existingsystems

Limited investments on value added projects

Patchwork of systems


3 & 4 October, 2013

Paris, France

Go and seeObjectives :• go and see for yourself • understand user needs• analyze incidents• control standard execution


3 & 4 October, 2013

Paris, France

Findings in 2006

Need to Improve the

local support &

proximity with users

IT Budgets limited as COMEX unsure of IT delivery

Need to support Faurecia growth

and develop worldwide operations

a real project management capability was needed


3 & 4 October, 2013

Paris, France

The challenge was :

to a customer / process focus, « pull mode » IT:

we had to move from a technical, « push mode » IT:

« I can’t help if users do not use correctly the system »

« Let’s try and understand their needs »


3 & 4 October, 2013

Paris, France

Refocus on business value

BusinessBusinesstargetstargets

ChangeChangeTechnicalsTechnicals

ProjectManagement

. Processes

. Standards

. IT Applications

. IT Infrastructures. Trainings. Realign to standards


3 & 4 October, 2013

Paris, France

How ?


3 & 4 October, 2013

Paris, France

TOYOTA WAY

JID

OK

A

JUS

T IN

TIM

E

KAIZEN

CUSTOMER SATISFACTION

STANDARDS

Explore


3 & 4 October, 2013

Paris, France

Customer satisfaction Reliability of IT services

Jidoka, kaizen, standards


3 & 4 October, 2013

Paris, FranceSwitch issue

• production line stopped in the plant 1h30 • an IT switch had to be rebooted

1h30 outage

Switch issue Other cause Time to detect

No monitoring on switch

No alert from monitoring

??


3 & 4 October, 2013

Paris, FranceSwitch issue• 1h + was spent finding a forklift and a

certified operator • to reach the switch, located high above

production lines

Time to reboot

Too high Forklift & operator unavailable

Prevent damage when handling products

Not an IT standard

Enforced by contractor when building plant

1h30 outage

Switch issue Other cause Time to detect

No monitoring on switch

No alert from monitoring


3 & 4 October, 2013

Paris, FranceSwitch issue• What would have happened before :

- Nothing (service restored)- At best change the switch in the plant- Or challenge the monitoring solution

• What we try to do now :- Confirm why it happened : new plant building process- Confirm why we did not see it coming : IT FMEA done too

late and not complete- Correct to prevent re-occurrence in that plant - Address risk in all plants : IT standards, Building standards


3 & 4 October, 2013

Paris, France

15

Learn from incidents


3 & 4 October, 2013

Paris, FranceStandards


3 & 4 October, 2013

Paris, France

Our Jidoka process• Create standards• Define conditions for IT alerts (gap vs standard)• Restore service asap (protect the customer)• Analyze potential factors -> reduce scope• Dig down to root causes (5 whys)• Change local standard (or create it)• Transversalize


3 & 4 October, 2013

Paris, France

And measure user satisfaction

Problems to investigate


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Paris, France

Customer satisfaction Work on ergonomy


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Paris, France

Ergonomy

Click on Apply to save the modification

Click in the fields to change:the quantity valueor F/N valueor Ref Des value

Source : Magellan user documentation

5 windows

8 Clicks

Before :5 windows, 8 clicks

After :drag and drop


3 & 4 October, 2013

Paris, France

Ergonomy

Use cases defined, regular reviews with users


3 & 4 October, 2013

Paris, France

Create value Standard solutionsImprove data flows


3 & 4 October, 2013

Paris, France

R&D

CENTER

CUSTOMER

PlantPlant

CONTRACT

DEVELOPMENT OPERATIONS

�Design

�Simulations

�Capex, tooling

�Change management

�Operational excellence

�Plant management

�Cost, PPM, MPM START-UP

Understand big picture


3 & 4 October, 2013

Paris, FranceComplexity increases

Supplier 1 Plant

Supplier 2

Supplier 3

Supplier 1 Consolidation center

Supplier 2

Supplier 3

Crossdock

Plant 2

Plant 1

Supplier 1 Just in Time plant

Supplier 2

Supplier 3

Customer

invoicing

Supplier 1 Just in Time plant Customer

Self billing

Product invoicing

BEFORE MORE AND MORE

Supplier 2

Supplier 3

Assembly invoicing


3 & 4 October, 2013

Paris, France

IT needs for a lean company• Standards (re-use), yet offering flexibility and

reliability • Leveling tools • Measurement, transparency on key process

steps (make problems visible)• Alert systems (Jidoka)


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Paris, France

Develop standard applications– Plant functions (production, logistics, finance,

purchasing)– JIT (Just In Time) systems – Traceability systems– Supply leveling systems– Workflow tools– Data mining tools …


3 & 4 October, 2013

Paris, FranceOur first breakthrough

Order

DN

Invoice

Manifest

Manifest

Manifest n°

Invoice

DN n°

From unleveled – pushed flow To leveled – pulled flow

=> Stock decrease


3 & 4 October, 2013

Paris, FranceSupport stock reduction

28

Part creation

Scheduling Receiving

JIT calls ProductionProduction & scrap declaration

Backflushing

RM & BOP inventory

Quality Inspection / product returns

ECM process

MRP

Cycle countingout

in

NRFT - Receiving Progress

0,00%

20,00%

40,00%

60,00%

80,00%

100,00%

120,00%

06/0

1/201

308

/01/2

01310/0

1/20

1312

/01/

2013

14/0

1/20

1316

/01/

2013

18/0

1/201

320

/01/2

01322/0

1/2013

24/01/

2013

26/0

1/20

1328

/01/

2013

30/0

1/20

1301

/02/

2013

03/02/2

01305/0

2/20

13

% RFTTargetLinéaire (% RFT)

Target = 100% Good Deliveries

Starts with data accuracy


3 & 4 October, 2013

Paris, France

Alerting and reacting


3 & 4 October, 2013

Paris, France

Help plants re -align to Group Standards

Generic change toolkit


3 & 4 October, 2013

Paris, FranceSee together

Accounting

Logistics


3 & 4 October, 2013

Paris, France

Toyota Way


3 & 4 October, 2013

Paris, France

Toyota Way

Source : TOYOTA MOTOR CORPORATION GLOBAL WEBSITE (2001)


3 & 4 October, 2013

Paris, France

Growth supported by

new IT Centers, no outsourcing

Mexico

Czech Rep

Tunisia

34

Portugal

IndiaChina


3 & 4 October, 2013

Paris, France

Customer expectations ?

Make performance visible

Ensure teams are autonomous on continuous improvement

Develop capacity to solve complex problems

Develop autonomous teams


3 & 4 October, 2013

Paris, France

Where are we today ?Open questions


3 & 4 October, 2013

Paris, France

Open points – next steps

• Are we solving the right problems? • Are we driving sufficient business value ?• How can we better support product development ?

from push to pull in it by faurecia

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