Project successes

A project cross section

OEE / Trouble Shoot

Problem: Low, fluctuating output on complex assembly line with high degree of automation. 17 shifts. Immature concept. Low qualification.

Solution: troubleshooting guide; training; error reporting concept; introduction of KPI: MTBF, MTTR Result: OEE: + 15%, 15 shifts

Result: OEE: + 15%
15 shifts

Remuneration model Premium / Time

Problem: BR does not allow REFA time recording, piecework pay with quality bonus is 129%, output only 106%.

Solution: Changeover to time-based remuneration, introduction of orientation piece numbers.

Result: Output +3%
Q problems and faults decreased. BR moved along.

Delivery bottleneck / SCRUM

Problem: Press islands (2) frequent tool breakages, unclear parameterization (setting times of several shifts due to over-determined systems), special runs.

Solution: With SCRUM methodology, fixed teams (no personnel merry-go-round), definition of uniform setting parameters (detent dials can be operated by hand, camera monitoring of critical tools in slow motion), maintenance concept, 5S, TPM tasks delegated.

Result: OEE: +20%
15 shifts, no special transports, proud team with initiative.

Material flow seat back assembly

Problem: Unclear layout, chaotic material flow, unclear responsibilities, workstations not synchronized, staff fluctuation, reordering of components from stock not standardized.

Solution: Workstations
balanced, layout changeover in one go, stable staffing, introduction of standard replenishment (KANBAN)

Result: assembly was completed in a few weeks without any residues, satisfaction among customers and staff.

Stabilize setup times

Problem: Assembly line with strongly varying changeover times cannot be reliably controlled by production planning.

Solution: setup workshop for setup standards, setup time tracking; staff training.

Result: Setup times reduced to 30 min +/- 5 min by setup team and standards.

Further focal points

Factory planning, design of presses, bending islands and hydroforming equipment.
Staff scheduling, tracking tool to plant capacity.
Management Systems IATF 16949, ISO 50001 and ISO14001 introduced.
SCRUM / KANBAN established in factory floor as a tool for time-critical improvements.
Process benchmark for standard processes further developed.
Facility management defined and outsourced.
Turnaround measures accompanied at two critical plants.
Project controlling of CIP measures managed centrally for 6 European plants.
High-performance teams integrated into model work areas of various plants.
Onboarding of acquired competitor and synchronization of CIP methodologies.
JIT plant management, stabilization, cost reduction and quality initiative (QRQC).
Production systems developed and implemented / audited.
Relocation of production facilities.
Commissioning of complex processes and parameter determination.