WagonYvesMerel

Information about WagonYvesMerel

Published on January 8, 2008

Author: Dionigi

Source: authorstream.com

Content

La conception des moyens de industriels par le Lean Engineering Yves MEREL, Group WES Director ENST, le 5 octobre 2007:  La conception des moyens de industriels par le Lean Engineering Yves MEREL, Group WES Director ENST, le 5 octobre 2007 Wagon Automotive:  Wagon Automotive Un des premiers fournisseurs Européens d‘éléments de structure, de mécanismes et de solutions novatrices destinés au secteur automobile Wagon plc est cotée à la Bourse de Londres Chiffre d'affaires cumulé de plus de 640 millions de £* (938 million d'€, dont 98% dans le secteur automobile) Environ 6500 employés 23 usines (Allemagne, Belgique, Chine, Espagne, Etats-Unis, France, Italie, République Tchèque, Royaume Uni, Turquie) 5 centres d‘engineering : Allemagne (2), France (2), Royaume-Uni * Pour l'exercice clôturé en mars 20à6 Implantation des usines:  Implantation des usines 20 usines à travers l'Europe, 1 usine en Turquie, 1 usine aux Etats-Unis, 1 en Chine Principaux clients:  Principaux clients 2005 pro forma CA / clients Body Structures BG Principaux produits:  Body Structures BG Principaux produits traverses de tableau de bord caisses en blanc cadres de siège panneaux classe A Closure Systems BG Principaux produits:  Closure Systems BG Principaux produits cadres et inserts de portes pare-chocs profilés rails coulissants et mécanismes hayons charnières avec contrôle de porte intégré cadres de châssis profilés pour les véhicules utilitaires légers/poids lourds Innovative SolutionsBG Principaux produits:  Innovative SolutionsBG Principaux produits vitres affleurantes coulissantes toits en verre fixe avec systèmes d'occultation systèmes d'occultation arrière électriques et manuels systèmes d'occultation latéraux électriques et manuels porte-bagage de toit avec rails coulissants WES Manufacturing:  WES Manufacturing Lancé en novembre 2004 le programme WES a pour objectifs sur les 23 usines : - de réduire les PPM internes de 30% par an d’augmenter la VA / Personne de 1% par mois de réduire le Stock / Ventes de 30% par an Le système WES:  Le système WES Focus Internal PPM Productivity Stock Improvement Workshops Decentralized Visual Control QRQC HOSHIN PULL FLOW Standards / 5S TPM SMED PPM Tracking PPH (or OEU) Tracking Kanban PPM Pareto (Production Film) C/O Tracking Mid-Shift Meeting  Kaizen Board WES Engineering :  Pressure on automotive suppliers continues to increase on: Quality Complete on time deliveries Cost Lean methods are improving performance on the shop floor But most cost, quality and availability performances are set at the engineering stage WES Engineering WES Engineering Current situation:  WES Engineering Current situation Projects are mostly designed to respond to a set level of demand The cost of ramp-up is supposed to be compensated by a long period of full volume production Aftermarket costs are supposed to be handled differently, with renegotiation with the customer WES Engineering Real demand:  WES Engineering Real demand In the current context peak production period can be very short Volumes are likely to fall unexpectedly If labour costs are fixed, this can have a disastrous impact of the project’s profitability Our challenge is to design lines which can have the same productivity regardless of volume levels Engineering cost impact throughout the part’s life:  Engineering cost impact throughout the part’s life 1st case :  Stamping and assembly of complete derivative steel body structure, including class-A panels and closures Assembly cells designed to produce 1150 cars/week with: 40 robots (spot welding / handling / gluing / Mag-Mig welding) 7 hemming machines 18 welding presses for pre-assembly 1 3D measurement machine with 2 automatic arms 1st case 1st case :  The plant was designed to produce 1150 cars/week with very limited flexibility The real volumes are very different to the first expectations causing massive troubles to the plant 1st case June 03 May 06 Jan / Nov 04 WES engineering 3 principles:  WES engineering 3 principles Mix Flexibility Flexible Manpower Line Minimum Technical Solution 1st principle: Mix Flexibility:  1st principle: Mix Flexibility No dedicated cells to one vehicle Design for SMED (<10min) 2nd principle: Flexible Manpower Line:  2nd principle: Flexible Manpower Line Current Volumes 30% drop of Volume = 30% less people 60% increase in Volume = 60% More people 60% drop of Volume = 60% less people U cells to reduce distance and adapt to customer volume Slide19:  Ergonomics simulation Sliding door mechanisms Initial assembly solution:  Sliding door mechanisms Initial assembly solution Rollers greasing, assembly and riveting Final assembly for all references Invest: 1282 K€ for 100 pph Invest: 573 K€ for 53 pph:  Invest: 573 K€ for 53 pph Flexible Manpower Lines defined with Operators and Engineering during Hoshin Sliding door mechanisms Final assembly solution 3rd principle: Minimum Technical Solution:  3rd principle: Minimum Technical Solution Advantages: Reduce CAPEX Prefer variable cost than fixed cost, in case of quantity drop Ease changes after SOP (Product, Quantity, Quality, Productivity) Reduce ramp up cost Simplify maintenance Allow end of life re-engineering Don’t let the supplier decide They always answer it’s not cheaper since their profit depend on complexity (% of sales) and since studying simples solutions is harder Automatic Welding Robot Invest: 400 K€:  Automatic Welding Robot Invest: 400 K€ Automatic Welding Robot Main Issues:  Automatic Welding Robot Main Issues Variance: + 21 DFL 5 NOK Dimensions Shortfall of 225 Vehicle / Day Solution: 2 simple robot cells Invest: 18 K€:  Solution: 2 simple robot cells Invest: 18 K€ Minimum Technical solution Temporary solution:  Temporary solution Possibility: To use manuals tools on the automatic Welding cell Prefer using manual cells rather than automatic cell Slide27:  Problem: New product with high quantity forecasted at 1000 per day Very large and not rigid product Aspect Quality constraints Production cell with flexible manpower Assembly process Several solutions studied Slide28:  Workstations linked to each other Solution proposed by the line builder without any specific demand 1st version Slide29:  2nd version Independent workstations Solution proposed by the line builder without any specific demand Slide30:  3rd version Independent workstations Solution proposed after meetings with Production and WES people Slide31:  U shape layout with all Operators inside Better manpower flexibility Frontal loading for lower cycle time variability Price reduced compare to 1st version Much simpler technology 4th and final version

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