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Makes it possible for customers to;

UFAB in Uddevalla and Shanghai. Makes it possible for customers to;. Focus on their core activities. Expand through flexible production capacity. Reduce their total cost. Release tied-up capital. UFAB i Uddevalla och Shanghai. Develop – Assembly High technical machines

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Makes it possible for customers to;

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  1. UFAB in Uddevalla and Shanghai Makes it possible for customers to; Focus on their core activities Expand through flexible production capacity Reduce their total cost Release tied-up capital

  2. UFAB i Uddevalla och Shanghai • Develop – Assembly • High technical machines • Turnover 2010; 12 MEUR • Employees 2010; 45 • Quality First! – ISO 9001:2008 • 40 years experience – 1500 system • Cost reduction – Lean • Environmental - ISO 14001:2004

  3. UFAB Shanghai • Manufacturing • Milling and turning • Turnover 2010; 0,5 MEUR • Employees 2010; 22 • Customer – UFAB Uddevalla • 2 shift operation • Investment – 5 MEUR • Long purchasing experience

  4. UFAB Shanghai Office 500 sqm Production 1 200 sqm

  5. UFAB Shanghai

  6. Mattsson Wind Turnover: 2009 50 MEUR Employees 250

  7. Technique put in system

  8. Reference Assembly • Quality - National Oilwell Varco Norway AS • UFAB assemble and test complete units for offshore. Tests are made together with customer and delivery are made directly to oil platform.

  9. Reference Assembly • Complexity - Tetra Recart • UFAB assemble and test complete system with a capacity of 24 000 packages an hour. Order lead time are 21 weeks where 3 500 articles are manufactured, assembled and tested.

  10. Reference Assembly • Flexibility - Tetra Top • UFAB delivers complete customer specified modules in tact without any delays. Order lead time are 15 working days and the assembly and final testing takes 500 hours per module.

  11. Referenser Montering • Future - WindEn • UFAB assemble wind turbines in the sizes 5,5 – 8 – 45 kw. These are used for private persons and farmyards and produces between 15 000 and 100 000 kw per year

  12. Reference Assembly • Volume - VGB • UFAB assemble and deliver 2000 snow chains to all big manufacturers of trucks and buses. Order lead time are between 1 and 5 days with 3000 different articles.

  13. Reference Assembly • Partnership - GE Healthcare • UFAB has during two years been participating in the prototype phase together with the customer. Serial production has started and forecasted annual volume are 600 units.

  14. Reference Development • Idea to Reality - GreenClip • UFAB has for the customer developed an automatic labeling machine for high volume products. The assembly and installation at site has also been performed by UFAB.

  15. Reference Development • Mechanical development • Ensure quality in development • Easy to assemble • Reduce manufacturing costs • Assembly and test documentation • Simulations • ProEngineer, SolidWorks, AutoCAD, Framemaker • Automation • Electrical development • PLC programming • Siemens S7, Rockwell, GE FANUC • Simulations • Profibus (Siemens) Devicenet (Rockwell)

  16. Project model Project Mission Activity Idea / quote Pre-study Design Production Finalizing • Data collection • Quote • Specification • Gate 1 • Projectplan • Specification • Timeplan • Weekly report • Final report • Gate 2 • Projectplan • Timeplan • Log changes • Weekly report • Drawings • Gate 3 • Projectplan • Timeplan • Log changes • Development • Drawings • Gate 4 • Verification • Validate • Delivery • Lesson learned • Gate 5 Sales process Development process Purchasing process Production process

  17. Future targets and commitments Quality First in all steps of the process 20 MEUR in turnover 2011 Workshop to manufacture parts in China 2010 Achieve all Key indicators and customer satisfaction 2010 Lean – Increase cross functional team work 2010

  18. Summary • System supplier with a Quality First approach • Lean – value stream mapping and 5s for cost reduction • 40 years experience - 1500 systems delivered • Developed supplier network and a workshop in China • Quality and Environmental certificate ISO 9001 and ISO 14001 • Strong position with the Mattsson Group

  19. Management System

  20. As a technical knowledge company seek longtime terms and for both parties make profitable cooperation as a System supplier Budget Satisfied owners Survey Satisfied customers Employees Safety Motivation Development Communication Quality & Environments Secure Analysis Improvements Efficiency Waste Looses Analysis Improvements 5s Key indicators Standardized Policy Processes Routines Instructions Forms Audits

  21. Overview KPI’s

  22. Detailed KPI

  23. Shopfloor KPI’s

  24. Action Plan and Prioritizing

  25. Communication • Weekly • Quality • Customer • Management • Project • Information • Department meeting • Daily production • Yearly • Strategic HQ • Strategic UFAB • Budget UFAB • Health and Safety • Management meeting • Monthly • KPI • Information • Financial

  26. Quality System

  27. Overview Quality Customer Inspection Internal Inspection Incoming Inspection Supplier

  28. Quality database - Overview All data regarding customer, internal and supplier non-conformities per machine

  29. Checklist Updated weekly and checked before next delivery!

  30. Problem solving 8d

  31. Problem solving 5 why

  32. Problem solving Team

  33. Supplier quality • Supplier audit on management system performed before selection • Test order with 100% inspection and measuring protocols from Supplier • Inspection codes is always kept on critical parts • 5 worst suppliers are inspection codes added on and an escaladed actions are taken • Follow up audit according to checklist are performed on most critical suppliers in each project • Supplier ranking performed twice a year on turnover, quality, delivery, process and audit • Directed suppliers are treated in the same way as a UFAB supplier. The only exception is that the customer gets involved when actions are taken

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