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10/15/13

Operations Management Overview at CNH Saskatoon . 10/15/13. Plant Information. Flexi-Coil Company History. The previous company, Flexi-Coil Ltd., was established in 1952. During the 1990s Flexi-Coil became Canada's largest farm manufacturer.

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10/15/13

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  1. Operations Management Overview at CNH Saskatoon 10/15/13

  2. Plant Information

  3. Flexi-Coil Company History • The previous company, Flexi-Coil Ltd., was established in 1952. • During the 1990s Flexi-Coil became Canada's largest farm manufacturer. • Air Seeding and Tillage industry leader in North America and Australia. (air carts, drills and coil packer) • New Holland purchased 35% of Flexi-Coil in 1997 • 1999 Merger of New Holland and CaseIH • The remaining shares of Flexi-Coil were acquired in January of 2000

  4. Saskatoon Facility PLANT 632,000 SQUARE FT 58,700 SQUARE M LAND 156 ACRES 63 HECTARE

  5. Headcount Manufacturing94 Salaried 723 Hourly Total Saskatoon Site817 Fabrication: 113 West Plant: 218 East Plant: 236 Other: 156 No third party logistics

  6. CNH SASKATOON INFORMATION CNH Saskatoon Sales 2012 - $412M CNH Projected Sales 2013 - $500M

  7. Plant Summary – Supplier Distribution Saskatoon Suppliers 0-20 Km 18% 2160 p/n Step 3 Activity with Local Suppliers

  8. Plant Layout Planter, Header Assembly Lines East Powder Paint Line Planter and Header Weld Stalls Fabrication Equipment West Powder Paint Line M66 Assembly Tillage and Air Seeder Weld Stalls Receiving / Warehouse Air Seeder line Tillage Crating and Component Assembly

  9. Fabrication Department • Fabrication is divided into two areas • North Fabrication • Torch and Machine • Types of Equipment: • 8 Vertical Milling Machines • 9 CNC Lathes • 3 Lasers • 6 Plasma Cutters • 7 Punch Presses (110ton to 800ton) • 7 Press Brakes • 12 Saws (autosaws, CNC, and Large Saws)

  10. Volumes

  11. Product Line

  12. Hoe/Disk Drills (4 models, 3 brands) Planters (17 models, 1 brand) Air Carts (4 models, 3 brands) Products

  13. Products Corn Heads (2 models, 2 brands) Pickup Heads (2 models, 2 brands)

  14. 2011- 2013 New Product Launches 16R30/18R20 Corn Header April 2011 1265 Planter January 2013 580 Bu Air Cart February 2011 M66 January 2013 Pull-Type Sprayer Dec 2011 Pickup Header January 2011

  15. Plant Summary – Customer Distribution Canada 21.9% CIS 1.8% China 2.6% USA 70.6% Africa 0.5% Australia/NZ 2.0% S America 0.6%

  16. Plant Summary – Operational Complexity MFG Parts: 34,833 Buy Parts: 9,883 Planters Headers Cultivators Disc Drills Air Systems Sprayers Drawbars Air Drills

  17. Operational Complexity - Scheduling

  18. PLANT METRICS

  19. Plant KPI’s - Safety 3 Million Hours no Lost Time Injury 100% Decrease in LTI Frequency since 2008 KPI - Lost Time InjuryFrequency 74% Decrease in First Aid Frequency since 2008 KPI – First Aid Injury Frequency

  20. World Class Manufacturing WCM audit May, 2013 – 54 points, Number 1 CNH plant in NA 1st out of 30 CNH plants world wide

  21. Why WCM Is Important to Saskatoon • Considerable improvements to Plant KPI’s (Safety, Quality, Productivity, Shipping) • Continue to empower employees (ESP, Employee Observation Form, Quick Kaizen, Plant Wide Data Collection) • Staying competitive globally requires constant growth and improvement 2011 Savings $5.6M 9.0% of Trans. Cost 2012 Savings $5.9M 9.2% of Trans. Cost

  22. Motivation of Operators Employee Suggestion Program Motivation of Operators 2,535 Suggestions YTD 61% Implemented

  23. WCM As A Way of Life In Saskatoon

  24. Route Map to WCM 2013 Route Map to WCM

  25. WCM Evolution • 18 major projects initiated in WO/Log/AM/PM/QC/FI • 16 Fiat Experts from Mirafiori Plant arrived for 8 weeks • Isvor Trainers were onsite for 4 weeks • Saskatoon project champions consisted of Supervisors/Manufacturing Engineers/Group Leads Mr. Risi Audit Nov 2012 50 Points Fiat Special Action Plan Feb. 2009 Materazzo Audit Aug. 2010 35 Points Mr. Emo Audit May 2011 41 Points 2008 2009 2010 2011 2012 WCM Starts Mar. 2008 Yamashina Audit April 2009 14 Points Yamashina Audit Oct. 2010 37 Points Mr. Pino Audit Dec. 2011 44 Points Mr. Orkun Audit May 2013 54 Points

  26. Clarity of Objectives – KPI’s Clarity of Objectives • Communicated weekly • Tied to employee PLM

  27. Clarity of Objectives – KPI’s Objectives managed through central Performance Management System (EHRMS System) Clarity of Objectives Example of Goal Alignment from Plant Manager to the Hourly Employees: Plant Manager’s Goals provide the foundation for all other objectives. For 2012 they are: -Cost (Productivity & Spending) -Safety -Quality -Delivery & Inventory -WCM Plant Goal Alignment Functional Area Area Manager’s Goals are derived from the Plant Manager’s goals. For 2012 they are: -Cost (Productivity & Spending) -Safety -Quality -HR -WCM Performance/Results Production Supervisor’s Goals are derived from the Area Manager’s Goals and linked with their employee’s Goals: -Spending -Productivity -Safety -Quality -HR -WCM Salaried Employee Hourly Employee’s Goals are derived from the Success Share Targets set across all plants: -Spending -Productivity -Safety -Quality -WCM Hourly Employee

  28. Clarity of Objectives – KPI’s/Communication Clarity of Objectives Front Entrance Safety Departmental Boards Kaizen Tracking Board Activity Boards Pillar Display Boards KPI Display Boards

  29. TWTTP/HERCA WCM Tools Used Commitment of the Organization • Some Of The Methods- • Tools Used So Far: • DOE • PPA • Regression Analysis • LCA • Kaizen (QK, SK, MK, AK) • NVAA Analysis • SOP / OPL’s • Spaghetti Diagram • Process Mapping • EWO • Herca’s • PFMEA • Poka Yoke • Video Analysis (WO/LOG/FI) • SMED

  30. Headcount

  31. Plant KPI’s - Safety 3 Million Hours no Lost Time Injury 100% Decrease in LTI Frequency since 2008 KPI - Lost Time InjuryFrequency 74% Decrease in First Aid Frequency since 2008 KPI – First Aid Injury Frequency

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