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  • 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

    Wheres 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 ProgramPhase 2 - Product Design & Development VerificationPhase 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 Whos 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

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