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26 TOCPA Japan
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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
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.
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 3
1. Company Overview2. Background3. Problem & Solution4. Challenges5. Results6. Next Steps7. Lessons Learned
Agenda
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 4
• 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
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 5
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
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 6
Automobile35%
Internal33%
Commodity10%
Consumer Electrics
3%
Building Material
2%
Medical 1%
Others16%
Sales
Customer Profile –
Mold Manufacturing Business
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 7
Mold Manufacturing
Fixed side
Moveable side
Parts Production
Assembly
ClosedOpen
Molded item
Molded item
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 8
Quotation
Adjust
Order
received
Design Parts Production
Assembly
TRY
Delivery
Adjust
TRY
Inspection
・・・
Overall Mfg. Project ProcessMold DesignProcess
Mold Mfg. Process
Process Flow
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 9
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
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 10
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
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 11
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
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 12
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)
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 13
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
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 14
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
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 15
固定側 Fixed side
可動側 Moveable side
スライド他 Slide etc.
固定側Fixed side
可動側Moveable side
スライド他 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
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 16
Original schedule(Date-driven)
Resolved resource contention
(but delayed)Low WIP & resource
concentrated schedule
CCPM Rule 1: Pipelining –
Workstream WIP Reduction
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 17
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
CCPM Rule 1: Pipelining –
Phase-based Release Control
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 18
CCPM Rule 1: Pipelining –
Managing Short Works
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 19
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
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 20
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
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 21
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
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 22
CCPM Rule 3: Buffer Mgmt –
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
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 23
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
CCPM Rule 3: Buffer Mgmt –
Issue Resolution Process
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 24
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
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 25
Production CT
Project Overall CT
Result:Production Cycle Time Reduction
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 26
Production TP
Black line: Target of 5.3/mo
Project TP Black line: Target of 5/mo
Result:Increased Throughput
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 27
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.
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 28
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
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 29
• Better management for short works
• Applying CCPM to Mold Design division
• Better Subcontract management
• Further shrink of project overall cycle time
Next Steps
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 30
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.
26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 31
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
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