• Etre Lean dans la durée Pierre Vareille - Yves Merel Copyright Institut Lean France 2016 Page 1
  • Copyright Institut Lean France 2016 Page 2 Qui sommes nous ? Pierre Vareille - A eu la chance dans sa jeunesse de connaître la solitude et la frustration de l’ouvrier en 3x8… - A découvert le Lean en 2000 chez Faurecia où il était président de la Business Unit Exhaust Systems - A été ensuite successivement CEO de Wagon, FCI et Constellium Yves Merel - A appris dans sa jeunesse comment faire semblant de travailler sur des chantiers… - A découvert le Lean en 1995 chez Valeo où il était directeur de l’usine d’Hirson - A ensuite animé les programmes Lean de Wagon, FCI et Constellium
  • Copyright Institut Lean France 2016 Page 3 Lean Transformation Leading Activities  In every plant, dedicated Lean Managers are trained to lead workshops and implement the visual control systems  At group level, a small team of Lean Coaches leading workshop, training, coaching and auditing  Lean Review monthly to share good practices with all the managers involved  CEO visits yearly at every plant to review Lean tools usage and their impact  On back office:  standardize documents, instructions, training, checklists and definitions  communicate the Lean principles widely through good practices  track monthly the plants’ KPIs, provide feedback and demand recovery
  • Copyright Institut Lean France 2016 Page 4 6 KPIs - 2% per month Continuous Improvement • For People • Half the number of Safety Recordable Cases • Half the people not getting a chance to Make a Contribution • For Customers • Half the number of Quality Complaints • Half the number of Missed Delivery • For Operations • Half the number of Inventory Days On Hand • Half the percentage of Key Equipment Downtime
  • Copyright Institut Lean France 2016 Page 5 Lean Transformation Seminars  26-27 Sep. 2012: Lean Kick-off Seminar Decin  20-22 Nov. 2012: Lean Manager School 1 Sierre NPS +15%  28-29 Nov. 2012: EHS Network Meeting Neuf Brisach  12-13 Dec. 2012: Quarterly Lean Review Singen NPS +12%  18-20 Dec. 2012: Lean Manager School 2 Neuf Brisach NPS +20%  05-07 Feb. 2013: Lean Manager School 3 Singen NPS +24%  13-14 Mar. 2013: Quarterly Lean Review Issoire NPS +10%  26-28 Mar. 2013: Lean Quality Days Singen NPS + 8%  03-04 Apr. 2013: EHS Network Meeting Sierre  12-13 Jun. 2013: Quarterly Lean Review Gottmadingen NPS +19%  02-03 Jul. 2013: Lean Supply Chain Days Neuf Brisach NPS +34%  10-11 Sep. 2013: Quarterly Lean Review Neuf Brisach NPS -11%  17-19 Sep. 2013: Lean Managers Follow-up Issoire NPS +15%  03 Oct. 2013: Lean in Sales Montreux  14-18 Oct. 2013: New Lean Managers School Singen NPS +88%  22-23 Oct. 2013: EHS Network Meeting Decin NPS +33%  03-04 Dec. 2013: Lean Midway Seminar Sierre NPS +37%  04-06 Feb. 2014: Rolling APU Meeting Issoire NPS +15%  11-13 Feb. 2014: Extrusion APU Meeting Crailsheim NPS +14%  12-13 Mar. 2014: Quarterly Lean Review Decin NPS +29%  18-20 Mar. 2014: Lean Supply Chain Days Nuits St Georges NPS +44%  01-03 Apr. 2014: Lean Casting APU Meeting Valais NPS - 14%  06-07 May 2014: EHS Network Meeting Issoire NPS +19%  11-12 Jun. 2014: Quarterly Lean Review Singen NPS +59%  01-03 Jul. 2014: Lean Quality Days Issoire NPS - 5%  03-04 Sep. 2014: Quarterly Lean Review Montreuil/Carquefou NPS +19%  23-25 Sep. 2014: Lean Managers Meeting Decin NPS - 3%  14-15 Jan. 2015: Lean Phase 2 Launch Seminar Neuf Brisach NPS +43%
  • Copyright Institut Lean France 2016 Page 6 CEO Lean Visits (organized for the whole year)
  • Copyright Institut Lean France 2016 Page 7 Lean Intranet Database
  • Copyright Institut Lean France 2016 Page 8 Lean Tools and KPIs Safety Empowerment Quality Delivery Flexibility Reliability Problem Solving EHS 8D Absenteeism Discussion Quality 8D ERP Simplification Procurement Protocol Maintenance 8D Workshop HIRARC 5S QRQC VSM SMED TPM Visual Management LST Cont. Hazards Flash Meeting Suggestions Red Bin Defect Catalog TPA Kanban Aging Zone Flow Ctrl Board Prod. Film Kamishibai Standardized Practice GWP EHS Directives Team Org. Mgt. Routine 1st Defect Stop Go 1st Part MPS S&Op Process Assign. FIFO Storage Equip. FMEA Spare Parts KPI Recordable Accidents Implemented Suggestions Customer Complaints Missed Deliveries EPEI Downtime
  • Copyright Institut Lean France 2016 Page 9 A Structured Lean Program
  • Lean at Wagon Automotive 2004 - 2007
  • WES Program review 23 November 2007 Internal use only WAGON AUTOMOTIVE Group’s headline figures: — Turnover €625m (97% automotive) — 4,800 employees — 18 plants in Europe and the U.S. — 4 main engineering centres: France (2), Germany, UK
  • WES Program review 23 November 2007 Internal use only Wagon Excellence System
  • WES Program review 23 November 2007 Internal use only Lean KPIs - 3 years evolution 30 40 50 60 70 80 90 100 S e p- 0 4 O c t- 04 N o v- 0 4 D e c- 0 4 Ja n- 05 F e b- 0 5 M ar -0 5 A p r- 05 M ay -0 5 Ju n- 05 Ju l-0 5 A u g- 0 5 S e p- 0 5 O c t- 05 N o v- 0 5 D e c- 0 5 Ja n- 06 F e b- 0 6 M ar -0 6 A p r- 06 M ay -0 6 Ju n- 06 Ju l-0 6 A u g- 0 6 S e p- 0 6 O c t- 06 N o v- 0 6 D e c- 0 6 Ja n- 07 F e b- 0 7 M ar -0 7 A p r- 07 M ay -0 7 Ju n- 07 Ju l-0 7 A u g- 0 7 S e p- 0 7 O c t- 07 Safety (Frequency Rate) Quality (Customer PPM) Productivity (VA / person) Inventory (% of Sales) 73 74 75 76 77 78 79 80
  • WES Program review 23 November 2007 Internal use only Hoshin Workshops To free up Direct Labor % DFL fee up 0% 5% 10% 15% 20% 25% 30% jan v- 05 fé vr -0 5 m ar s- 05 av r-0 5 m ai- 05 jui n- 05 jui l-0 5 ao ût -0 5 se pt -0 5 oc t-0 5 no v- 05 dé c- 05 jan v- 06 fé vr -0 6 m ar s- 06 av r-0 6 m ai- 06 jui n- 06 jui l-0 6 ao ût -0 6 se pt -0 6 oc t-0 6 no v- 06 dé c- 06 jan v- 07 fé vr -0 7 m ar s- 07 av r-0 7 m ai- 07 jui n- 07 jui l-0 7 ao ût -0 7 se pt -0 7 oc t-0 7 Over 3 years 915 DFL saved out of 3081
  • WES Program review 23 November 2007 Internal use only Hoshin workshop video
  • Lean at FCI 2008 - 2011
  • 17Yves Merel, 12 June 2012 FCI at a glance Connectors manufacturer for the Automotive and Electronics Industry Operations in 30 countries Sales of €1.3 billion in 2011
  • 18Lean Initiative Update for Alcatel-Lucent – December 21st, 2010 – Yves Merel FCI transverse initiatives
  • 19Yves Merel, 12 June 2012 0% 5% 10% 15% 20% 25% 30% 35% 40% 0 20 40 60 80 100 120 140 160 180 200 0 1 2 3 4 5 6 7 8 9 10 11 Inventory (from 60 to 32 days) Missed Delivery (from 35% to 17%) Safety (from 9 to 2 Accidents / month) Quality (from 150 to 50 Complaints / month) Lean Improvements over 3 years 0 10 20 30 40 50 60 70 80 90
  • 20Yves Merel, 12 June 2012 Just In Time benchmark
  • 21Yves Merel, 12 June 2012 Pull Flow video
  • Lean at Constellium 2012 - 2016
  • Constellium key figures  $6 billion  Developper and manufacturer of added value products for a broad scope of markets, including automotive, aerospace and packaging  12,000 employees in 25 sites (Europe, U.S. and China)
  • Constellium Lean Transformation
  • An introduction to Constellium 2015 Lean KPIs evolution over 3 years 0 50 100 150 200 250 300 350 400 450 500 Quality (from 450 to 150 Complaints / month) 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% Missed Deliveries (from 55% to 15%) Key Equipment Downtime (OEE from 70% to 85%) 0% 5% 10% 15% 20% 25% 30% 35% 0 10 20 30 40 50 60 70 80 90 100 110 120 Lean Office (Composite Index -23%) (1 year only) Purchasing Suppliers (Nbr) Sales Overdues (Nbr) HR Hiring > 60 Days (%) IT Requests Delayed (%) Engineering Downtime (%) Finance Forecast Accuracy (%)
  • An introduction to Constellium 2015 Everyone’s role for Continuous Improvement Standardized Work Management Routines Suggestions Workshops Feedback for Rigor & Discipline A cross-functional team 1 hour per shift everywhere 12 improvements per person per year 3 days full time in team 3 times per month per APU Support Functions
  • An introduction to Constellium 2015 Suggestions Scheme video
  • Le Lean dans la durée “Build the church in the center of the village”: - value is created on the floor and at customers’ - people make the difference - progress is progressive and comes from the bottom, not from the top - waste is everywhere - “A good solution applied with vigor now is better than a perfect solution applied ten minutes later” 28
  • Le Lean dans la durée “Turn the heads in the right direction”: - customer satisfaction comes first - management runs the show (the tail doesn’t wag the dog) - management must take care of his personnel - visual management is key - progress implies mistakes - most problems are not technical - no measurement, no gain - no pain, no gain 29
  • Le Lean dans la durée A number of things that were impossible have become routine: - aging inventory really exists (and can be reduced) - deliveries can be measured by the day - IT-free processes can be efficient (truck preparation area) - salary negotiations don’t necessarily imply strikes - discipline can really be enforced - data from the floor have real value - support functions add value to shopfloor improvement (TPA, red bins, 8D) - everyone can contribute (1 suggestion per employee per month - more than 90% employees participating) 30
  • Les 10 trucs pour être certain d’échouer…  Spend money to communicate widely and “philosophically”  Explain that progress will be quick and painless  Look for and communicate about financial impact  Make it a quick short term program and insist on quick wins  Use the ERP as a tool to improve  Delegate the initiative  Have many sophisticated KPIs  Accept deviations to KPIs or “locally adapted” KPIs  Compromise on targets, or set different targets for different situations/sites  Think that anyone can go lean
  • Copyright Institut Lean France 2016 Page 32 Et qu’en pense-t-on sur le terrain ?
  • Copyright Institut Lean France 2016 Page 33 Le Lean ça marche ! C’est bizarre, mais c’est comme ça !
  • Retrouvez d’autres témoignages, découvrez notre programme de formations et conférences sur notre site www.institut-lean-france.fr Copyright Institut Lean France 2016 Page 34
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Etre Lean dans la durée par Pierre Vareille et Yves Merel

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  • Etre Lean dans la durée Pierre Vareille - Yves Merel Copyright Institut Lean France 2016 Page 1
  • Copyright Institut Lean France 2016 Page 2 Qui sommes nous ? Pierre Vareille - A eu la chance dans sa jeunesse de connaître la solitude et la frustration de l’ouvrier en 3x8… - A découvert le Lean en 2000 chez Faurecia où il était président de la Business Unit Exhaust Systems - A été ensuite successivement CEO de Wagon, FCI et Constellium Yves Merel - A appris dans sa jeunesse comment faire semblant de travailler sur des chantiers… - A découvert le Lean en 1995 chez Valeo où il était directeur de l’usine d’Hirson - A ensuite animé les programmes Lean de Wagon, FCI et Constellium
  • Copyright Institut Lean France 2016 Page 3 Lean Transformation Leading Activities  In every plant, dedicated Lean Managers are trained to lead workshops and implement the visual control systems  At group level, a small team of Lean Coaches leading workshop, training, coaching and auditing  Lean Review monthly to share good practices with all the managers involved  CEO visits yearly at every plant to review Lean tools usage and their impact  On back office:  standardize documents, instructions, training, checklists and definitions  communicate the Lean principles widely through good practices  track monthly the plants’ KPIs, provide feedback and demand recovery
  • Copyright Institut Lean France 2016 Page 4 6 KPIs - 2% per month Continuous Improvement • For People • Half the number of Safety Recordable Cases • Half the people not getting a chance to Make a Contribution • For Customers • Half the number of Quality Complaints • Half the number of Missed Delivery • For Operations • Half the number of Inventory Days On Hand • Half the percentage of Key Equipment Downtime
  • Copyright Institut Lean France 2016 Page 5 Lean Transformation Seminars  26-27 Sep. 2012: Lean Kick-off Seminar Decin  20-22 Nov. 2012: Lean Manager School 1 Sierre NPS +15%  28-29 Nov. 2012: EHS Network Meeting Neuf Brisach  12-13 Dec. 2012: Quarterly Lean Review Singen NPS +12%  18-20 Dec. 2012: Lean Manager School 2 Neuf Brisach NPS +20%  05-07 Feb. 2013: Lean Manager School 3 Singen NPS +24%  13-14 Mar. 2013: Quarterly Lean Review Issoire NPS +10%  26-28 Mar. 2013: Lean Quality Days Singen NPS + 8%  03-04 Apr. 2013: EHS Network Meeting Sierre  12-13 Jun. 2013: Quarterly Lean Review Gottmadingen NPS +19%  02-03 Jul. 2013: Lean Supply Chain Days Neuf Brisach NPS +34%  10-11 Sep. 2013: Quarterly Lean Review Neuf Brisach NPS -11%  17-19 Sep. 2013: Lean Managers Follow-up Issoire NPS +15%  03 Oct. 2013: Lean in Sales Montreux  14-18 Oct. 2013: New Lean Managers School Singen NPS +88%  22-23 Oct. 2013: EHS Network Meeting Decin NPS +33%  03-04 Dec. 2013: Lean Midway Seminar Sierre NPS +37%  04-06 Feb. 2014: Rolling APU Meeting Issoire NPS +15%  11-13 Feb. 2014: Extrusion APU Meeting Crailsheim NPS +14%  12-13 Mar. 2014: Quarterly Lean Review Decin NPS +29%  18-20 Mar. 2014: Lean Supply Chain Days Nuits St Georges NPS +44%  01-03 Apr. 2014: Lean Casting APU Meeting Valais NPS - 14%  06-07 May 2014: EHS Network Meeting Issoire NPS +19%  11-12 Jun. 2014: Quarterly Lean Review Singen NPS +59%  01-03 Jul. 2014: Lean Quality Days Issoire NPS - 5%  03-04 Sep. 2014: Quarterly Lean Review Montreuil/Carquefou NPS +19%  23-25 Sep. 2014: Lean Managers Meeting Decin NPS - 3%  14-15 Jan. 2015: Lean Phase 2 Launch Seminar Neuf Brisach NPS +43%
  • Copyright Institut Lean France 2016 Page 6 CEO Lean Visits (organized for the whole year)
  • Copyright Institut Lean France 2016 Page 7 Lean Intranet Database
  • Copyright Institut Lean France 2016 Page 8 Lean Tools and KPIs Safety Empowerment Quality Delivery Flexibility Reliability Problem Solving EHS 8D Absenteeism Discussion Quality 8D ERP Simplification Procurement Protocol Maintenance 8D Workshop HIRARC 5S QRQC VSM SMED TPM Visual Management LST Cont. Hazards Flash Meeting Suggestions Red Bin Defect Catalog TPA Kanban Aging Zone Flow Ctrl Board Prod. Film Kamishibai Standardized Practice GWP EHS Directives Team Org. Mgt. Routine 1st Defect Stop Go 1st Part MPS S&Op Process Assign. FIFO Storage Equip. FMEA Spare Parts KPI Recordable Accidents Implemented Suggestions Customer Complaints Missed Deliveries EPEI Downtime
  • Copyright Institut Lean France 2016 Page 9 A Structured Lean Program
  • Lean at Wagon Automotive 2004 - 2007
  • WES Program review 23 November 2007 Internal use only WAGON AUTOMOTIVE Group’s headline figures: — Turnover €625m (97% automotive) — 4,800 employees — 18 plants in Europe and the U.S. — 4 main engineering centres: France (2), Germany, UK
  • WES Program review 23 November 2007 Internal use only Wagon Excellence System
  • WES Program review 23 November 2007 Internal use only Lean KPIs - 3 years evolution 30 40 50 60 70 80 90 100 S e p- 0 4 O c t- 04 N o v- 0 4 D e c- 0 4 Ja n- 05 F e b- 0 5 M ar -0 5 A p r- 05 M ay -0 5 Ju n- 05 Ju l-0 5 A u g- 0 5 S e p- 0 5 O c t- 05 N o v- 0 5 D e c- 0 5 Ja n- 06 F e b- 0 6 M ar -0 6 A p r- 06 M ay -0 6 Ju n- 06 Ju l-0 6 A u g- 0 6 S e p- 0 6 O c t- 06 N o v- 0 6 D e c- 0 6 Ja n- 07 F e b- 0 7 M ar -0 7 A p r- 07 M ay -0 7 Ju n- 07 Ju l-0 7 A u g- 0 7 S e p- 0 7 O c t- 07 Safety (Frequency Rate) Quality (Customer PPM) Productivity (VA / person) Inventory (% of Sales) 73 74 75 76 77 78 79 80
  • WES Program review 23 November 2007 Internal use only Hoshin Workshops To free up Direct Labor % DFL fee up 0% 5% 10% 15% 20% 25% 30% jan v- 05 fé vr -0 5 m ar s- 05 av r-0 5 m ai- 05 jui n- 05 jui l-0 5 ao ût -0 5 se pt -0 5 oc t-0 5 no v- 05 dé c- 05 jan v- 06 fé vr -0 6 m ar s- 06 av r-0 6 m ai- 06 jui n- 06 jui l-0 6 ao ût -0 6 se pt -0 6 oc t-0 6 no v- 06 dé c- 06 jan v- 07 fé vr -0 7 m ar s- 07 av r-0 7 m ai- 07 jui n- 07 jui l-0 7 ao ût -0 7 se pt -0 7 oc t-0 7 Over 3 years 915 DFL saved out of 3081
  • WES Program review 23 November 2007 Internal use only Hoshin workshop video
  • Lean at FCI 2008 - 2011
  • 17Yves Merel, 12 June 2012 FCI at a glance Connectors manufacturer for the Automotive and Electronics Industry Operations in 30 countries Sales of €1.3 billion in 2011
  • 18Lean Initiative Update for Alcatel-Lucent – December 21st, 2010 – Yves Merel FCI transverse initiatives
  • 19Yves Merel, 12 June 2012 0% 5% 10% 15% 20% 25% 30% 35% 40% 0 20 40 60 80 100 120 140 160 180 200 0 1 2 3 4 5 6 7 8 9 10 11 Inventory (from 60 to 32 days) Missed Delivery (from 35% to 17%) Safety (from 9 to 2 Accidents / month) Quality (from 150 to 50 Complaints / month) Lean Improvements over 3 years 0 10 20 30 40 50 60 70 80 90
  • 20Yves Merel, 12 June 2012 Just In Time benchmark
  • 21Yves Merel, 12 June 2012 Pull Flow video
  • Lean at Constellium 2012 - 2016
  • Constellium key figures  $6 billion  Developper and manufacturer of added value products for a broad scope of markets, including automotive, aerospace and packaging  12,000 employees in 25 sites (Europe, U.S. and China)
  • Constellium Lean Transformation
  • An introduction to Constellium 2015 Lean KPIs evolution over 3 years 0 50 100 150 200 250 300 350 400 450 500 Quality (from 450 to 150 Complaints / month) 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% Missed Deliveries (from 55% to 15%) Key Equipment Downtime (OEE from 70% to 85%) 0% 5% 10% 15% 20% 25% 30% 35% 0 10 20 30 40 50 60 70 80 90 100 110 120 Lean Office (Composite Index -23%) (1 year only) Purchasing Suppliers (Nbr) Sales Overdues (Nbr) HR Hiring > 60 Days (%) IT Requests Delayed (%) Engineering Downtime (%) Finance Forecast Accuracy (%)
  • An introduction to Constellium 2015 Everyone’s role for Continuous Improvement Standardized Work Management Routines Suggestions Workshops Feedback for Rigor & Discipline A cross-functional team 1 hour per shift everywhere 12 improvements per person per year 3 days full time in team 3 times per month per APU Support Functions
  • An introduction to Constellium 2015 Suggestions Scheme video
  • Le Lean dans la durée “Build the church in the center of the village”: - value is created on the floor and at customers’ - people make the difference - progress is progressive and comes from the bottom, not from the top - waste is everywhere - “A good solution applied with vigor now is better than a perfect solution applied ten minutes later” 28
  • Le Lean dans la durée “Turn the heads in the right direction”: - customer satisfaction comes first - management runs the show (the tail doesn’t wag the dog) - management must take care of his personnel - visual management is key - progress implies mistakes - most problems are not technical - no measurement, no gain - no pain, no gain 29
  • Le Lean dans la durée A number of things that were impossible have become routine: - aging inventory really exists (and can be reduced) - deliveries can be measured by the day - IT-free processes can be efficient (truck preparation area) - salary negotiations don’t necessarily imply strikes - discipline can really be enforced - data from the floor have real value - support functions add value to shopfloor improvement (TPA, red bins, 8D) - everyone can contribute (1 suggestion per employee per month - more than 90% employees participating) 30
  • Les 10 trucs pour être certain d’échouer…  Spend money to communicate widely and “philosophically”  Explain that progress will be quick and painless  Look for and communicate about financial impact  Make it a quick short term program and insist on quick wins  Use the ERP as a tool to improve  Delegate the initiative  Have many sophisticated KPIs  Accept deviations to KPIs or “locally adapted” KPIs  Compromise on targets, or set different targets for different situations/sites  Think that anyone can go lean
  • Copyright Institut Lean France 2016 Page 32 Et qu’en pense-t-on sur le terrain ?
  • Copyright Institut Lean France 2016 Page 33 Le Lean ça marche ! C’est bizarre, mais c’est comme ça !
  • Retrouvez d’autres témoignages, découvrez notre programme de formations et conférences sur notre site www.institut-lean-france.fr Copyright Institut Lean France 2016 Page 34
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