A Lean Beszállító fejlesztés tapasztalatai a Knorr Bremse-nél

A Lean Beszállító fejlesztés tapasztalatai a Knorr Bremse-nél

Magyar Minőséghét Konferencia 2016 Május 13. Lantos Gábor

Knorr-Bremse Group

Lean Beszállító fejlesztés tapasztalatai a Knorr Bremse-nél

Continuous Improvement Program (CIP) identifies and eliminates waste in the Supply Chain Unnecessary motion

Transportation

With consequent use of Cost Analysis and Value Stream Mapping, the waste in the production process can be identified and eliminated.

Knorr-Bremse Group

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Continuous Improvement Program (CIP) – Sequence of steps

Supplier Price

€

Negotiation CM & CA

Cost calculation “Optimal process”

Limited efforts

Steps / Effort

 If price reduction can not be achieved by Cost Analysis and Negotiation…. Knorr-Bremse Group

│3


Continuous Improvement Program (CIP) – Sequence of steps

New negotiation by CM & CA & SDE

CIP workshop VSA “current state map“

Cost calculation “Current process”

Negotiation CM & CA

Cost calculation “Optimal process”

Supplier Price

€

VSD “future state map” defined / implemented

Extended efforts

Steps / Effort

 If price reduction can not be achieved by Cost Analysis and Negotiation….  ….CIP workshops are an additional possibility to generate savings potentials. Knorr-Bremse Group

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Continuous Improvement Program (CIP) – supportive

1. 1

1. 3

1. 4

2. 1

2. 2

2. 3

2. 4

3. 1

3. 2

Co C

CA

SD E

CIP

3. 3

- Inputs of suppliers / parts with high impact in the CoC AC

CM

CA

CIP workshop

Negotiation

 CM selects suppliers to be negotiated using CA/CIP workshop as additional lever / negotiation leverage

EL FC

KLS AG customer

strategy / indications of possible reduction of price / price increase request / likelihood to receive potential identified

RU

• Long Term Agreement (e.g. LTA / MSA) with near expiration date

daily order

ft s coils

18400 pcs / month 12000 L 6400 R

MRP

u p p l i e Mo + &Mi Wer

• Selection criteria: APV / supplier

PL

SP

production planning & -control

- Stahl faxback

150

IC

SMF

forecast

forecast Krupp

1Tray = 20 pieces AZ/S: 480 min

weekly production plan

S: 2

daily täglich

120m Lager I s t Coilso r 4Tage a g e

I

80m stamping Stanzen 1

Coils 1Tag

I

30m Schweißen welding 1

4600L 2400R

180m welding Schweißen

I

1

1100L 600R

I

20m assembly1 Montage1 1

1600L 850R

I

60m Montage2 assembly2

shipping Versand I

1

1200L 640R

2700L Z/T: 1S C/T: 1s R/T: 60 C/O: 60 Min. min. V: r.: s. 85 80 %% Q: 0,01 % A

Z/T: 39 C/T: 39 S s

Z/T: 46 C/T: 46 S s

Z/T: C/T: 62 62 S s

Z/T: 40 C/T: 40 S s

R/T: C/O: 10 10 Min. min.

R/T: C/O: 10 10 Min. min.

R/T: C/O: 00Min. min.

R/T: C/O: 00 Min. min.

V: s. r.: 10090%%

V: r.: s. 80 80 %%

Q: 0,8 % A

WT/S:480min AZ/S:480Min


S: 2

S: 2

V: r.: s. 100100 %%

Q: 0,2 % A

Q: 1,2 % A


Q: 0,3 % A


S: 2

1440R

V: r.: s. 100100 %%


S: 2

S: 2 D/T: 23,6 d

5 days

7,6 days 1s

1,8 days

2,7 days 46 s

39 s

P/T: 188 s 4,5 days

2,0 days 62 s

40 s

€

€

• Suppliers nominated for the yearly negotiation plan

Knorr-Bremse Group

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CIP Supplier Workshop – Simple steps CIP I Value Stream Mapping

CIP II Value Stream Analysis

Value Stream Design

Value Stream Planning

Savings Implementation

Negotiation

€  The CIP I takes 1 week

 The CIP II takes 1-4 weeks

 A Value Stream Mapping (VSM) is

 A Value Stream Design (VSD) is

performed

performed

 Current Scenario, Value Stream Analysis (VSA), is evaluated with clear KPIs

Output

 VSM is available  Action list is defined

targets and measurable KPIs is agreed

Output

 Points of improvement clear identified

 Future Status Map (FSM) with clear

 FSM is defined  Improvement actions are verified

 The implementation of quick wins takes 1-3 months

 The full implementation of further actions takes 9-12 months

 All the agreed measurable KPIs are compared and the improved values are clear

Output

 Improvement actions implemented are fully quantified (e.g. time, money)

 Based on the improved actions, the negotiation of savings is possible

Typical example of improved scenario, the working place is re-organized and improved, instead of 3 workers, only 1 worker is necessary Knorr-Bremse Group

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Current state map & major highlights Current State

Highlights Improvable areas

Future State

Current State

Future State

Improvement

3 steps

2 steps

33 %

10,2 employees

8,1 employees

20 %

Total lead time in days (including raw material)

77 days

54 days

30 %

Internal lead time in days (excluding raw material)

32 days

6 days

80 %

Number of single process steps Number of employees

Knorr-Bremse Group


Egy gyakorlati példa – CIP workshop észrevétel

500000

40

400000

30

300000 20 200000 10

100000 0

0 2008

2009

2010

2011 Volumen

2012

2013

2014

2015

Ár

• 18% árcsökkentés 8 év alatt (átlagosan 2,25% / év) • A vásárolt volumen 730%-al nőtt ugyanezen 8 év alatt • A beszállító arra panaszkodik, hogy a gyártás veszteséges A beszállító nem adaptálta a folyamatát a megnövekedett igényekhez, ezért a termék veszteségessé vált Knorr-Bremse Group


2015 CIP Workshop eredmények

KPI

Result

Megtartott CIP workshopok

20

Potenciális megtakarítások összesen

1.300.000 €

Tényleges megtakarítások

725.000 €

Költség elkerülés

441.000 €

Átlagos megtakarítási arány termékenként

10%

Knorr-Bremse Group

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Köszönöm a figyelmet!

Knorr-Bremse Fékrendszerek Kft. Lantos Gábor Szegedi út 49. Kecskemét 6000

Knorr-Bremse Group

Telefon: +36 76 511-177 Fax: +36 76 511-213 Mobil: +36 20 421-8400 E-mail: [email protected] Web: www.knorr-bremse.com

Lantos Gábor – 2013.04.17

A Lean Beszállító fejlesztés tapasztalatai a Knorr Bremse-nél

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