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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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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, • 92% is workshop of which around 60% is utilised Sheerness - Kent
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
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
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
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)
Fabrication • CNC folding • 3.5 meter long fold • 135 tonne capacity 3-D Modelling CADCAM Design Punch Facility
Dedicated on-site Finishing Plant Automated Electro-chemical polishing
Assembly Team Empty Unit Assembly Cell Custom Assembly Cell
CI Summary at Eaton Crouse Hinds Sheerness Various programmes focused at different organisation levels
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
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
L ES Lean Manufacturing Implementation
Lean Daily Management System Hr x Hr
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
Manufacturing Variance Programme • Tools used • Project Management • Value Stream Mapping • 6 Sigma • SMED • Kaizen • Kanban
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.
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
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
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
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
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
SQDCI Factory Example Example SDQC Service Target = _______%
SQDCI Office Example Example SDQC Service Target = _______%
SQDCI Example Example SDQC Green = Service target Met Red = Service target Not Met Service Target = _______%
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