World Class Manufacturing

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World Class Manufacturing

Il percorso verso l'eccellenza

Range di prodotti

Principi WCM

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1.

La

Sicurezza

a

livello World Class

è

il

fondamento

di

Performance a livello World Class

2.

I

leader del WCM hanno una

passione

per gli

standard

3.

In una Azienda World Class la

voce del cliente

può essere

udita

nello stabilimento

4.

Il WCM

non accetta perdite di alcun tipo

(l'obiettivo

è

sempre Zero: incidenti, difetti di qualità e di servizio, scorte,

guasti)

5.

Un'

applicazione rigorosa

dei metodi WCM garantisce

Principi WCM

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6. In uno stabilimento World Class

tutte le anomalie

sono

immediatamente

visibili

(Polvere e fonti di contaminazione,

schemi di controllo, ... )

7. Il WCM

si realizza nel posto di lavoro

,

non in ufficio

8. Il WCM si impara mettendo in pratica le tecniche con i team di

stabilimento

9. La

forza

del WCM deriva dal

coinvolgimento delle persone

10. Le Aziende World Class sfruttano

l'energia di una crisi per

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Struttura WCM

n&,..u t CHRYSLER

Struttura WCM

10 Pilastri Tecnici in un approccio a 7 steps

10 Pilastri Manageriali

-Professional Quality Maintenance Control Commitment of Organization

Sistema di Audit

~

nze

50-59

punti

Pilastri : 0-5 punti

Silver

60-69

punti

Plant : 0-100 punti

Logistics & Customer Servi ce Early Equipment-Product Management

Gol d

w

1

orld

C ass

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n&,..u t -People Development Level of Expans1on

70-84

punti

85 -100

punti

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1 O Pilastri tecnici in 7 steps

Preventive

Reactive

React

i

v

Proactive

tf l

o

f

People Development

Proactive

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WCM Focus

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Tutti i dipendenti

Sprechi e Perdite

Approccio

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STABILIMENTO

AREE DI ESPANSIONE

Risultati WCM

Safety

Tychy Plant

(FGA)

lnjuries

Near misses

-70°/o

(2006 vs 2009)

Unsafe acts & Conditions

r~

1

n

~

,

QQQ

preventive

~~i

n§

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Fiat Group safety

(Frequency lndex 2006 vs 201 O)

-44°/o

Best sector in the Group

-53°/o

reduction in

Focused improvement

Brainstorming

Diagramma di Pareto

SWe lH

t WHAT t WHO

·H.tt.ilhn[tlrodlcllidyouswtt-. probl&m -tfsth!l ~emrBlat~dro slol?

.,,

• WHERE <+•~4dyouS*ltteprOOiem? tWHICH •'MichFend(~Em)IUyou5eib1&

""""'

• HOW

-tHow 1S Il• stat& cNrl9&d lrOm opMut?

Phenomenon

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5 Perchè

Diagramma a radar

Why(1) Why(2) Why(3) Why(4)

Ciclo automanutenzione

Focused improvement

CHRYSLER

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Radar chart ltems

No

METHODSfTOOLS/

DESCRIPTION

PILLAR

GROUP

APPROACH

5G break down, working abnormality, etc.)

x x x

Good for simple sporadic and chronic loss

Used to clearly define the problem. (What, When, Where, Who,

2 5W1H _{Which, and How)}

x

x x x

3

5 Why

x

x x x

yzes

4 4M problem and its

x x

basic families.

5 1 )Prioritization, Find out important

x

x x x

Tools 2) Systematic, logical and 7WCM

detailed deployment of Tools

objecti~.es into right means

6

and right solutions, and

x x x

measurement of the results

against the objecti~.es and targets

7 l

x x x

x

x x x

Tools 4) 5W + 1 H (2H) with the Grasp the current situations 7WCM

8

5G principles Two tools used to clearly identify the problem and see the

x x

x

x x x

Tools i c al res ults of the m.

9 5)Root-cause analysis A method of analysis t o identify the true cause's) of the problem.

x x

x

x x x

7WCM Tools

Focused improvement

METHODS/TOOLS/

APPROACH

23 VAlVE 44 Affinity diagrams 50 ANOVA 51 Correlation analysis 58 DOE (Design of 59 TAGUCHI Methods

92 PPA ( Process Point Analysis)

130 DFMEA -DESIGN FMEA

159 Theory of Constraints Binomia! probability paper

220

DESCRIPTION

PILLAR

Value Analysis/Engineering is a systematic and organized

procedura! decision-making process. lt has been used in almost CD

kind of a n. l t hel

EPM; QC

Fl

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Radar eh art ltems

x

x

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GROUP

7NEWQC Tools Simple analytical hniques

Workplace Organization

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Workplace Organization

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Workplace Organization

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Workplace Organization

Workplace Organization

Workplace Organization

Workplace Organization

Workplace Organization

Workplace Organization

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PROBLEM

P~OBLEM

PHENOMENA

SOLUTION

Workplace Organization e Logistics

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Workplace Organization e Logistics

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Workplace Organization

LOSSES

Technical efflclency Waste/Rewor1< Une Balanclng NVAA (*)

LOSSES

-30°/o

NVAA

100%

Riorganizzazione del posto di lavoro per

ridurre la movimentazione non necessaria e

aumentare la produttività

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Golden zone & one-piece

flow application

l

Machine

NVAA reduction

Logistics: materiali sequenziati

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Evoluzione del JUST IN SEQUENCE

Logistics

Fork Lift

s

Tuggers

Automated

g

uided veh

i

cle

Sequenced Materia!

Kitting transportation

Transportation of materials

to the line side, one part

number at a time

AGV transporting the

car kits to the line side

v

Logistics

Transportation

&

Handling

Re-engineering del processo di

handling sulla base degli

Standards sviluppati

Automatic Guided

Vehicles

Contenitori abbattibili per migliorare il coefficente di

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Logistics Cost

FGA European plants

-34°/o

Professional maintenance

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Professional maintenance

MANUTENZIONE PREVENTIVA

SUGGESTED

85

CHECKS BY THE MANUFACTURER; CHECKS

24

RESULTING FROM BREAKDOWNS ANALYSIS CHECKS FROM

12

EXPERIENCE IN SIMILAR EQUIPMENT;

Preventive Schedule

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ANDAMENTO GUASTI

Q

O/o

PRIMA

DOPO

Professional maintenance

PRIMA

CONDIZIONI

DELL'IMPIANTO

NASCOSTE

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CHRYSLER

DOPO

MODIFICA

IMPIANTO

PER SEMPLICITA'

DI ISPEZIONE

Quality

Quality gates

Prompt feedback

Cou nter-measu res

b Il • CO'\! lXI~.I&.O C t TI.MO$ ~~~,-. • •

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CHRYSLER

80°/o

riduzione dei costi

di garanzia dal 2006 al

Quality

Quality

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4M analysis

Machine Material CaJibratioo Eov.irOQITieOt Accuracy Operator Bias Recipe Measurement Method

Environment

Energy Reduction

Electrical energy

•Eiectric motors controlled by inverter

•Substitution of old motors

Compressed air

•Leakage reduction

•Pressure optimization

Heating - Cooling

•lnsulation

•Heat recovery from exhaust gas

Green energy

•Purchase of green-certified electrical

energy

•Photovoltaic generation

•Use of other green energy sources such as

landfill gas

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CHRYSLER

• WCM contribuisce al

piano di sostenibilità in

maniera importante

• 21

°/o

di riduzione

nell'utilizzo delle energie

dal 2006 al 2010

(GJ/vehicle)

• 23°/o

di riduzione di

co2

dal 2008 to 2010

People Development

Collection

&

evaluation

Targets

Weekly evaluation

Feedback

Manufacturing training system

Quality Gates

.

-

it

~

,.

.

;-

....

.

Focused training

Suggestions generated

Recognition

&

rewarding

Plant Manager review

Best proposals

Best benefit/cost ratio reward

._

-.

Team conventions

Periodic workshops

Focused discussion

Suggestions generated

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CHRYSLER

Risultati

• l

milione di suggerimenti

( 4x 2006 leve l)

• 10

proposte/persona

all'anno

(15

nei migliori

plant)

• Assenteismo ridotto del

Melfi Campus

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CHRYSLER

World Class Modeling

World Class Quality

Knowledge Management

Dalle best Practice agli standards

""

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,

/

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'

'

WCM lntegration

More than 4,800

Members

WPI - Work Piace lntegration

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WCM Development Center

Sviluppo delle risorse umane strategiche

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People

development

for Plants

New Leaders

development

Espansione

World Class Approach

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...

espansione ai fornitori (WCM Suppliers)

.. ..

Supplier

Tier2

Program

WCM

Development

Center

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iat Plants

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Come?

World Class Supplier

Program

Applicare/Allineare la

Metodologia World Class

ai sistemi di produzione dei

WCM Suppliers

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2006

3

2006

CHRYSLER

Specific Supplier Program and Alignment of

Production System for ali new contracts

2009

2014 E

Supplier Plants

550

2009

2014E

}

tv2QO/o APV

WCM Pragram far Specific

Supplier Plants

tv60°/o APV

Praductian System

Alignment Agreement

far ali new saurcings

Support FIAT Group Plants

-

J

rv

60°/o

/

~ear

to Fiat

Group plants

WCM Chrysler

May

16th

2009: WCM kick-off

• WCM launched in 30 plants in

USA, Canada, Mexico

• Cast perimeter 2010: $3.2bn

• Full UAW

&

CAW commitment

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New Standards

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.

ICS

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Fte ·

le

f

~

,

ec

i

g

lay

ut

Elementi chiave

ools

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CHRYSLER

World Class Operations

bisogni:

•Leadership

•Roadmap

•Tools

e ...

Sistema di Audit

per verificare

• leadership

• chiarezza della rotta

• uso rigoroso dei tools

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... _ .. _, CHRYSLER