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Best Practice Visit Introduction 18 th April 2013

Best Practice Visit Introduction 18 th April 2013. Agenda. Introduction – Eaton Crouse Hinds Continuous Improvement Lunch Factory tour Q and A. Visit our web site…. http://www.cooperindustries.com. Factory Floor space: 8000m2 facility. Approximately 8% of this is office space,

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Best Practice Visit Introduction 18 th April 2013

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  1. Best Practice Visit Introduction18th April 2013

  2. Agenda • Introduction – Eaton Crouse Hinds • Continuous Improvement • Lunch • Factory tour • Q and A

  3. Visit our web site…. http://www.cooperindustries.com • Factory Floor space: 8000m2 facility. • Approximately 8% of this is office space, • 92% is workshop of which around 60% is utilised Sheerness - Kent

  4. Cooper Industries • Founded 1833 • Turnover approx $4.5 billion • Circa 29,000 Employees worldwide Cooper Crouse-Hinds Headquarters - Syracuse, New York CEAG is part of Crouse-Hinds CEAG bases in Germany, India, Netherlands, Spain, Norway, Mexico and Canada Crouse-Hinds (UK) part of CEAG Group - Sheerness, Coventry and MEDC, Nottingham Crouse-Hinds Sheerness - approx 100 employees

  5. Sheerness Enclosure Manufacture History 1850 1947 1959 1976 Carl August Weidmuller founded a textiles company in Chemnitz, Germany Weidmuller produce first modular plastic insulated electrical terminals. Klippon, the first group company outside Germany is founded in Sheerness, Kent. First metal enclosures produced at the original factory in Power Station road Sheerness. 1983 1999 1993 2012 The box factory is extended to 8500sq.meters, to include custom assembly and all support operations Enclosures business is acquired by Cooper Industries and becomes Cooper Crouse-Hinds (UK) Ltd. Cooper Industries acquired by EATON. A new 2000sq.meter factory dedicated to enclosure production opens in New Road Sheerness. 2003 1994 1976 1986 NexT Range of Ex approved enclosures introduced. TB 10/14 range of Ex approved enclosures launched. STB Range of small Ex approved enclosures introduced. Ex-Cell Range of Ex enclosure range introduced 1996

  6. Product Portfolio TB TBX STB STB NexT NXT Ex-Cell XLH / XLV CoreProducts QBX TBF / TBP (non - EEx e) Kestrel (POK, PKE) HVB 6.6 kV High Voltage Box

  7. Scope at Sheerness • Processes • All on site • Development and design • Purchasing • Planning • Fabrication • Finishing • Assembly • Customisation • Product configured to customer requirements • Make to order only • Recent strategic change to hold small stock of specific items (identified specific market opportunity)

  8. Fabrication • CNC folding • 3.5 meter long fold • 135 tonne capacity 3-D Modelling CADCAM Design Punch Facility

  9. Dedicated on-site Finishing Plant Automated Electro-chemical polishing

  10. Assembly Team Empty Unit Assembly Cell Custom Assembly Cell

  11. Best Practice Visit Continuous Improvement18th April 2013

  12. CI Summary at Eaton Crouse Hinds Sheerness Various programmes focused at different organisation levels

  13. Continuous Improvement • Key points….. • Whole company involvement • Visual management, relevant KPI’s • KPI’s updated at meaningful periods, as ‘live as possible’ • Short interval control • Open culture with Company communications

  14. Lean Manufacturing

  15. Lean Manufacturing Implementation • 3 Year plan • Strategic level • 1 Year plan • Detailed Kaizen events and other activities • Dates defined at start of year • Audit • Quarterly

  16. Current State Map

  17. Future State Map

  18. L ES Lean Manufacturing Implementation

  19. Lean Manufacturing Implementation

  20. Typical Kaizen Project KPI +18%

  21. Lean Daily Management System Hr x Hr

  22. Manufacturing Variance Programme

  23. Manufacturing Variance Programme • Coopers Initiative • Scope covers the whole business • Standard target of 6% annual productivity improvement • Investment in training on Lean Six Sigma • Each factory establishes 5-10 larger projects (>£10k savings) • Projects monitored by monthly conference calls/report backs Main focus is on Manufacturing and Purchasing

  24. Manufacturing Variance Programme

  25. Manufacturing Variance Programme • Tools used • Project Management • Value Stream Mapping • 6 Sigma • SMED • Kaizen • Kanban

  26. Quality Improvement

  27. Quality Improvement Process • Established 2012 • Corrective Action Report (CAR) raised. • Department concerned completes the CAR with clear root cause analysis defined. • Tools used include 5 why’s and RCA • Department Manager signs off CAR when robust permanent action agreed. • All CAR’s verified by QA Dept. • All CAR’s reviewed on monthly basis to establish patterns and trends.

  28. Quality Improvement Process

  29. Ergonomic Audits

  30. Ergonomic audits • Covers operators immediate area • Identifies changes to working area layout and equipment to improve posture, reduce effort and fatigue • Operations scored using http://www.rula.co.uk website • Trained auditors • Audits every 2/3 years

  31. Example Ergonomic Assessment Feedback Ergonomics Assessment Name: RafalSikora Date: 29.01.10 Time: 10:30 Location: Trumpf 500 Task: Removing blanks from sheet steel Assessment Form: 1

  32. H and S Audits

  33. H and S Audits Once per month by Senior management • Basic check sheet • Identified actions logged • Addressed via feedback to VSL • Larger issues via maint. Job card

  34. 6S

  35. Housekeeping -6S • Initial Training to all shop floor • Monthly Audits (initially weekly, then fortnightly) • Senior management involvement • Assisted by VSL from alternate area • 3 improvement actions identified • to be completed as a minimum before following audit • Achievement (or not) of this affects next audit score • Results displayed as soon as audit completed

  36. 6S KPI

  37. SDQCI – Daily Measures I

  38. SQDCI • Daily targets at area level • Safety, Quality, Delivery, Cost, Inventory • Visible signal of pass/fail • Action identified as a result of failure • Additional “real time” estimates of performance are available

  39. SQDCI Factory Example Example SDQC Service Target = _______%

  40. SQDCI Office Example Example SDQC Service Target = _______%

  41. SQDCI Example Example SDQC Green = Service target Met Red = Service target Not Met Service Target = _______%

  42. Production Engineering

  43. Production Engineering • Mainly support to the shop floor and implementing MVP projects – e.g. • Cell manufacturing implementation • Some projects initiated/developed by this team • Fabrication layout • Component stores • Assembly bench design • Assembly layout • Air tool implementation in Assembly • SMED, VSM, Kaizen

  44. Production Engineering - Playbook

  45. New Fabrication Layout

  46. Production Engineering

  47. Best Practice Visit Performance Improvement18th April 2013

  48. Delivery Performance

  49. Quality

  50. Inventory

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