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La conception des moyens de industriels par le Lean Engineering Yves MEREL, Group WES Director ENST, le 5 octobre 2007

La conception des moyens de industriels par le Lean Engineering Yves MEREL, Group WES Director ENST, le 5 octobre 2007. Wagon Automotive. Un des premiers fournisseurs Européens d‘éléments de structure, de mécanismes et de solutions novatrices destinés au secteur automobile

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La conception des moyens de industriels par le Lean Engineering Yves MEREL, Group WES Director ENST, le 5 octobre 2007

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  1. La conception des moyens de industrielspar le Lean EngineeringYves MEREL, Group WES DirectorENST, le 5 octobre 2007

  2. Wagon Automotive Un des premiers fournisseurs Européens d‘éléments de structure, de mécanismes et de solutions novatrices destinés au secteur automobile Wagon plc est cotée à la Bourse de Londres Chiffre d'affaires cumulé de plus de 640 millions de £* (938 million d'€, dont 98% dans le secteur automobile) Environ 6500 employés 23 usines (Allemagne, Belgique, Chine, Espagne, Etats-Unis, France, Italie, République Tchèque, Royaume Uni, Turquie) 5 centres d‘engineering : Allemagne (2), France (2), Royaume-Uni * Pour l'exercice clôturé en mars 20à6

  3. ROYAUME-UNI ALLEMAGNE BELGIQUE REPUBLIQUE TCHEQUE ETATS-UNIS Closure Systems Body Structures Innovative solutions FRANCE ITALIE Oleo TURQUIE CHINE ESPAGNE Implantation des usines 20 usines à travers l'Europe, 1 usine en Turquie, 1 usine aux Etats-Unis, 1 en Chine

  4. Autres 16% Toyota 2% PSA Faurecia 29% 2% General Motors 2% Fiat 2% Audi 7% Ford 7% Renault-Nissan Daimler Chrysler 22% 11% Principaux clients 2005 pro forma CA / clients

  5. Body Structures BG Principaux produits traverses de tableau de bord panneaux classe A cadres de siège caisses en blanc

  6. Closure Systems BGPrincipaux produits hayons cadres et inserts de portes pare-chocs profilés rails coulissants et mécanismes charnières avec contrôle de porte intégré cadres de châssis profilés pour les véhicules utilitaires légers/poids lourds

  7. Innovative SolutionsBG Principaux produits systèmes d'occultation arrière électriques et manuels toits en verre fixe avec systèmes d'occultation systèmes d'occultation latéraux électriques et manuels porte-bagage de toit avec rails coulissants vitres affleurantes coulissantes

  8. WES Manufacturing • Lancé en novembre 2004 le programme WES a pour objectifs sur les 23 usines : • - de réduire les PPM internes de 30% par an • d’augmenter la VA / Personne de 1% par mois • de réduire le Stock / Ventes de 30% par an

  9. Red bin Production Shop stock Analysis Board Truck Prep. Le système WES FocusInternal PPM Productivity Stock Improvement Workshops Decentralized Visual Control QRQC HOSHIN PULL FLOW Standards / 5S TPM SMED PPM Tracking PPH (or OEU) Tracking Kanban PPM Pareto (Production Film) C/O Tracking Mid-Shift Meeting  Kaizen Board

  10. WES Engineering Pressure on automotive suppliers continues to increase on: • Quality • Complete on time deliveries • Cost Lean methods are improving performance on the shop floor But most cost, quality and availability performances are set at the engineering stage

  11. WES EngineeringCurrent situation Projects are mostly designed to respond to a set level of demand The cost of ramp-up is supposed to be compensated by a long period of full volume production Aftermarket costs are supposed to be handled differently, with renegotiation with the customer

  12. WES EngineeringReal demand In the current context peak production period can be very short Volumes are likely to fall unexpectedly If labour costs are fixed, this can have a disastrous impact of the project’s profitability Our challenge is to design lines which can have the same productivity regardless of volume levels

  13. Volume Months Difficult continuous improvement to respond to customers’ cost pressures Long aftermarket product life and related issues Bad launches can cost all margin Premature volume drops before payback Engineering cost impact throughout the part’s life

  14. 1st case Stamping and assembly of complete derivative steel body structure, including class-A panels and closures Assembly cells designed to produce 1150 cars/week with: • 40 robots (spot welding / handling / gluing / Mag-Mig welding) • 7 hemming machines • 18 welding presses for pre-assembly • 1 3D measurement machine with 2 automatic arms

  15. 1st case The plant was designed to produce 1150 cars/week with very limited flexibility The real volumes are very different to the first expectations causing massive troubles to the plant Jan / Nov 04 May 06 June 03

  16. WES engineering3 principles • Mix Flexibility • Flexible Manpower Line • Minimum Technical Solution

  17. Volume Volume Volume Volume Volume OEU waste Months Months Months Months Months Sum of capacity Overall capacity 1st principle: Mix Flexibility No dedicated cells to one vehicleDesign for SMED (<10min)

  18. 2nd principle: Flexible Manpower Line 60% drop of Volume = 60% less people Current Volumes 30% drop of Volume = 30% less people 60% increase in Volume = 60% More people U cells to reduce distance and adapt to customer volume

  19. Ergonomics simulation

  20. Sliding door mechanismsInitial assembly solution Rollers greasing, assembly and riveting Final assembly for all references Invest: 1282 K€ for 100 pph

  21. Invest: 573 K€ for 53 pph Sliding door mechanismsFinal assembly solution Flexible Manpower Lines defined with Operators and Engineering during Hoshin

  22. 3rd principle: Minimum Technical Solution Advantages: • Reduce CAPEX • Prefer variable cost than fixed cost, in case of quantity drop • Ease changes after SOP (Product, Quantity, Quality, Productivity) • Reduce ramp up cost • Simplify maintenance • Allow end of life re-engineering Don’t let the supplier decideThey always answer it’s not cheaper since their profit depend on complexity (% of sales) and since studying simples solutions is harder

  23. Automatic Welding RobotInvest: 400 K€

  24. Automatic Welding RobotMain Issues Variance: + 21 DFL 5 NOK Dimensions Shortfall of 225 Vehicle / Day

  25. Solution: 2 simple robot cellsInvest: 18 K€ Minimum Technical solution

  26. Temporary solution Possibility: To use manuals tools on the automatic Welding cell Prefer using manual cells rather than automatic cell

  27. Assembly processSeveral solutions studied • Problem: • New product with high quantity forecasted at 1000 per day • Very large and not rigid product • Aspect Quality constraints • Production cell with flexible manpower

  28. 1st version Workstations linked to each other Solution proposed by the line builder without any specific demand

  29. 2nd version Independent workstations Solution proposed by the line builder without any specific demand

  30. 3rd version Independent workstations Solution proposed after meetings with Production and WES people

  31. 4th and final version • U shape layout with all Operators inside • Better manpower flexibility • Frontal loading for lower cycle time variability • Price reduced compare to 1st version • Much simpler technology

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