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Schefenacker Group SAPU EFQM implementation with Lean and Kaizen thinking in the automotive industry

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Schefenacker Group SAPU EFQM implementation with Lean and Kaizen thinking in the automotive industry – PowerPoint PPT presentation

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Title: Schefenacker Group SAPU EFQM implementation with Lean and Kaizen thinking in the automotive industry


1
Schefenacker Group SAPUEFQM implementation
with Lean and Kaizen thinking in the automotive
industry Péter Stasztny, Kaizen Manager- SAPU
21. September 2006.
  • Disclosure or duplication without Schefenackers
    written consent is prohibited.

2
Schefenacker Group Automotive Focused
Schefenacker Group Sales 2005 952 Million
Lighting Systems
Sound Systems
Rear Vision Systems
  • Exterior mirrors
  • Exterior mirrors with turn signal
  • Interior mirrors
  • Sensors and communication functions
  • Exterior lighting
  • Full LED tail light
  • Interior lighting
  • LED technology
  • EL-foils
  • Components to premiumcar sound systems

Sales 2004 95 million
Sales 2004 683 million
Sales 2004 166 million
SAPU belong to this line of business
3
Worldwide Presence
  • Schefenackers companies across the world employ
    more than 6.700 motivated people
  • Presence in almost all key automotive markets
  • Production in lower cost countries

Schefenacker AG, Headquarter (GER)SVS
Germany RS Sound
GLI (GER)
SVS Oberrot (D)
JV freeglass (GER)
ULO, SVS Spareparts (GER)
SAPU (Hungary)
Sarom (Romania)
SVS UK
SPJ (Korea)
SVS France
Hyosang Engineering (Korea)
Joint Venture (China)
SVS USA
SVS Beijing (China)
RS USA
SVS España
SVS Japan Office
SVS Yangcheng (China)
SML (India)
SGA (Slovenia)
SML (India)
Employees by Region 2004
As of Dec. 2004
SLS Australia (Taree)
SVS Australia (Adelaide)
Note all figures include temporary staff
4
SAPU presentation
Geography
History
Milestones of SAPU (Schefenacker Automotive Parts
Ungarn ) 1995. SAPU was founded 1998. Launching
own production development 2001. Start of
Hungarian suppliers development
Quality Awards of SAPU
IIASA Shiba Quality Award in 2002
National Quality Award in 2003
5
European Foundation for Quality Management
Lean and Kaizen thinking
Focus
3.
7.
9.
5.
1.
2.
6.
4.
8.
6
Leadership - Organizational structure of SAPU
SAPU
PRODUCTION
Supplier
Customer
DC
VW, Audi
GM, Opel, Ford
Paint
Central functions
Manufacturing units
MANAGEMENT
New organizational structure 2005
7
  • Vision, Mission and Values of the
  • Schefenacker Group

Vision
Customers first choice inmirrors and lighting.
  • We generate value by providing
  • superior product and service performanceto our
    customers
  • lasting financial returns to our shareholders
  • opportunities for our associates and stakeholders

Mission
Accomplishing our mission is paramountfor our
success as a business. Leadership style and
corporate culture of Schefenacker reflect this
fact and are based on values we share globally
Values
  • We are
  • Reliable partners,
  • Goal oriented and accountable,
  • Quality driven,
  • Innovative
  • Cost competitive
  • We value
  • Our Associates
  • Leadership
  • Teamwork
  • Integrity
  • Creativity and Agility

8
2. Policy and strategy - improve the quality and
productivity
Goal SAPU will be a European level mirror
manufacturing center in 2007
Development of SAPU strategy
Molding and painting of color casings
Procurement development, suppliers improvement
Self-evaluation as per EFQM model and the NMD
feedbacks
Work out SAPUs own strategy and policy and
its yearly review
Defining SAPUs values
Development of product improvement
Development of the matrix organization
The owners, the Schefenacker Groups strategy
New key-indicators
2006
9
2. Policy and Strategy - Diversification High
Volume and High Quality Programs
  • Continue the transition / restructuring,
  • exploitation of SES possibilities
  • Preparation for the product planning
  • Development of Unified Business Culture

10
3. People and training
Our main value is the intellectual property
SPS training June 2005 - WET
SPS training November 2000 - SAPU
11
4. Partnerships and Resources
We continuously improve our company and
partnerships in order to keep and extend our
market
  • Customers
  • Owner parent company
  • Schefenacker
  • subsidiaries
  • Suppliers
  • Background service
  • relations
  • State authorities
  • Customs office
  • Universities

12
4. Partnerships and Resources - Layout and
Technology
Painted FG- warehouse
Purchase part warehouse
Paint shop
Injection molding with GID
Assembly
13
5. Process - Aim of Lean manufacturing and service
Im proving the capability of quality supply/
service expected by the customers with cost
decreasing
Quality Q
LTransport / supply Service
K Cost
Lean manufacturing/ service is based upon
team-work which we achieve through purposeful
team build-up.
14
5. Process - Aim of Lean manufacturing and service
Lean manufacturing achieves the customers
satisfaction by organizing short lead times and
flexible production/ service. In this way the
same target will be achieved at less cost.
This aim was solved by keeping high level
inventory for the traditional production and by
high level of headcount for the service.
15
5. Processes Since 2000 SPS (Schefenacker
Production System)
19 location in one system
M1 - 38
M1 - 38
M1 - 38
M1 - 38
Measure Target
C
M13
M1 - 5
  • M14

P
D
A
16
5. Processes Toyota Production System
  • One-piece flow
  • Smooth scheduling
  • Multi process material handling
  • Training workers for several work situations
  • Machine-Layout as per manufacturing sequence
  • Equipment for conveying parts
  • Decreasing the number of the units in production
    so as to decrease the preparation time

MUDA recognition
Process
JIT introduction
  • Unified work process
  • Employing personnel as per demand
  • Layout of lines to satisfy the need of employing
    workers flexibly

Intensify the unity of the firm
Adjusting cycle time to demands
Kaizen targets
To achieve profit is the basic condition for the
company to survive
Step-up the productivity of the man-material
machine system
  • Visual production control by using kanbans in
    order to avoid overproduction and to produce
    faulty pieces
  • The combination of product and information flow

Training the staff - KAIZEN
Pull system
  • Sudden stop in case of problems
  • Automatic stop/stop in case of specific cases
  • Disclosing problems
  • ANDON, sign boards standard info board

Built-in quality
Developing automations
Setting up workforce
  • Separating man from machine
  • Hanedashi-methods
  • Eliminating repetition of faults- Pokayoke

Problem recognition
17
5. Processes What is Kaizen activity ?
Kaizen is a Japanese word meaning Continuous
development for a better future. KAIZEN is an
overall concept and philosophy containing
several methods for the development of the
management of companies and work milieu as well
as for the improvement of social and private
life. KAIZEN message Do it better, improve
continuously because failure to do that you wont
be able to compete with those doing it
otherwise. As per KAIZEN approach no day can
pass away without improving something a bit.
?
26/29
18
5. Processes KAIZEN characteristics
  • Continuous, frequent improvements in small steps
  • Long term thinking, consistency
  • Process approach
  • Everybody involved
  • Anthropocentric (men-focused)

What to do with the facts?
Crisis may be a positive situation but the
feeling of a disaster must be eliminated . The
hopeless cost situation may be an impulse for
starting a new development.
27/29
19
5. Processes How to do Kaizen activities ?
Target Continuous improvement of business
performance and results as well as workers
satisfaction and work milieu. Main point of
method to be used Presenting the methods to the
team during a 3-5 days workshop reviewing the
selected data of the present system witch are to
be improved, surveying the losses, giving
suggestions to solve, introducing possible
versions training workers, getting the results
checked, determining future tasks and presenting
the results of the work to the leadership.

Process 1
Process 2
Process 3
28/29
20
5. Processes Four principle of KAIZEN
  • 1 Elimination
  • - Is there any element or unit
  • in process that can be eliminated?
  • 2 Merging
  • Certain phases of work units can be merged
  • (can be done in one step)
  • 3 Rearranging
  • Can the work process improved by rearranging
  • the check points?
  • 4 Simplification
  • - Can it be done in an other way, more
    simply?

29/29
21
6. Customer Results
Mercedes E-class
AUDI A8
VW Golf
OPEL Vectra
OPEL Zafira
AUDI Q7
AUDI A3, A6
OPEL Astra
22
7. People Results
Without motivated employee there is no satisfied
customer
  • Efficient work conditions
  • Professional development
  • Free of charge meal

23
8. Society Results
SAPU is one the most decisive industrial
partners of the region
MGSZ PANAC PANAC Benchmarking Club Chamber MAJOSZ
Organize AKJ conference GTE Universities ISO
Forum Promoted organizations
24
SAPU sales and headcount
9. Key performance and Result
25
  • Thank you for your attention !
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