Implementation Strategy V4 - Unipart Logistics

Doncaster Production Business Unit – Bogie Overhaul
Background
In early September 2005 the Bogie Production Unit at Doncaster delivered its first Bogie 1 to
GNER. In 2006, this figure rose to 263, nearly doubling in 2007 to 489.
1 A ‘bogie’ is the name of the chassis unit
which is positioned underneath a train carriage
to support it. Typically a bogie consists of two
axles to which wheels are fixed. The bogie is
allowed to swivel underneath the train carriage
to self align between the rail tracks when the
carriage is in motion.
Identify and understand the Need
Owing to the increase in Customer demand in 2007, further expected increases in 2008 to 570,
and customer requirements for a greater range of bogie types to be overhauled, significant focus
was required.
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Set Objectives
Two main objectives were:
• Increase capacity to meet customer demand
• Maintain a high level of quality to continue to exceed customer expectations.
Grasp the situation
At this stage we wanted to establish the current state of the operations, regardless of the history
or reasons.
Frame Examine
Shot Blast
Strip Area
Process Flow
Bolster Area
Paint
Comm
Cell
Internal
Assembly
Because the process has been broken down into a ‘flow process’ (or Single Piece Flow), our
bogie moves from one stage to the next in a sequence until it has been through all the stages and
is complete. This has a number of benefits, but one of the problems is often how to make this
whole process perform faster (increase our capacity). Think of the analogy of a group of walkers
going on a hike, and for safety reasons they are all joined together by a rope. The speed of the
group is set by the slowest person, and the same is the case for our process. If one of the stages
goes too fast it will run out of parts, and will also produce faster than the next stage requires.
Conversely, if a stage goes too slow, it will stop the next stage through lack of work and the
preceding stage will have finished work with nowhere for the work to go.
Process Mapping of
operations to include all
material and information
flows.
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Grasp the situation (cont’d)
Based on customer demand and available time, Takt = 4hrs (240min)
Having measured the process from end to end the average times for each of the processes were
found to be[figures need adding in here]:
Mins
500
450
400
350
300
250
200
150
100
50
0
Wash
High Level Dismantle
Low Level Dismantle
1
Shot Blast
Paint
2 3
Frame Exam
Baseline
Bolster Assembly
Assy 1
Assy 2
Faro Arm
Press
Final assy
WSP
Process Time
Takt Rqd
It was necessary to target the ‘bottleneck’ processes to achieve the Takt time and customer
demand, These bottleneck processes restrict the flow of work through the overall process, and as
a consequence set the limit on our overall process capacity, as you can only perform as fast as
your slowest process.
By focusing on our bottlenecks this ensured that:
• we would deliver a direct benefit against the objective of improving capacity
• we could focus our limited resources in specific areas to deliver greatest benefit
• we could tackle areas where often inventory is built up prior to the process. Inventory
hides other wastes.
All issues, that were identified during this process, were collated on a fishbone diagram for later
consideration
4
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Issues i
Product
Locate waste and identify solutions
Behaviour
Training
MAN
No problem
solving
activity
Incorrect
Operation
Training
delays/
waiting
Ergonomics
of processes
Line Balance
Takt
METHOD
Planning
Space
Flow
Layout
Locate
Tooling
Fetch Tooling
Disruption
Process
Constraints
Bottleneck
Visibility
Times
Variation
Issues
Load/ Unload
cycle times
Availability
Tooling
Incorrect
tools used
Missing
Locate
correct Parts
fetch
Parts
Overprocess
Cost of
Consumables
New v Refurb
Paint
Gloves
MACHINE
MAT'L
Fishbone Diagram of Identified Issues in Bogie Overhaul
Many of the issues affected all the areas within the Bogie Overhaul Area, so we had to identify
which were the main areas to focus on with the limited resource available. Based on the Baseline
graph (above) it was recognised there were 4 key areas to focus on to achieve the overall
objective of capacity improvement:
1. Shot Blast
2. Frame Exam
3. Bolster assembly
4. Assembly stage 1
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Implement Solutions
1. Shot Blast
Identified Areas for Improvement
380
240
Current
Target
Non-value added activity
• Poor layout
• Inappropriate tooling
• Poor ergonomics
• Poor utilisation of shot
blast facility
• Fetching parts
Shot
Blast
Airbag Jig
Small Parts
Before
After
Improved loading and material handling of parts
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Implement Solutions (cont’d)
2. Frame Exam
Identified Areas for Improvement
456
240
Current
Target
Non-value added activity
• Poor layout
• Inappropriate tooling
• Excessive variation
• Work imbalance
• Fetching parts
Frame
Exam
During the frame examine
process each part needs to
be assessed as OK,
Repair, or Replace
Stock maintained of
repaired parts ready
to replace those
requiring repair
Storage of change parts
& sub assy
Kanban Board
Material storage &
handling
Workplace
Organisation
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Implement Solutions (cont’d)
3. Bolster Assembly
Identified Areas for Improvement
458
Current Non-value added activity
• Poor layout
• Inappropriate tooling
• Poor process for airbags
240
Target
• Hand painting
• Fetching parts
Bolster
Assy
Improve painting process
Improved Refurbishment
Process
Improved Storage
Improved airbag process and pipework processes by:
• Laying out the Airbag process as a ‘U shaped cell’
• Improving the painting process
• Organising the workplace through 5S
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Implement Solutions (cont’d)
4. Assembly Stage 1
Identified Areas for Improvement
382
240
Current
Target
Non-value added activity
• Poor layout
• Inappropriate tooling
• Overprocessing
• Locating correct tools
• Fetching parts
Assy 1
Old Elbow Fitting
New Elbow Fitting
Bought in new parts:
• Cheaper (compared to labour saving)
• Quicker to fit
• Right first time improvement
Shadow boards for tooling
2 Bin Kanban
system for
consumables
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Review Situation and Results
500
450
2
Baseline
3
400
350
1
4
300
Mins
250
200
150
100
50
0
Wash
High Level Dismantle
Low Level Dismantle
Shot Blast
Paint
Frame Exam
Bolster Assembly
Assy 1
Assy 2
Faro Arm
Press
Final assy
WSP
Before
After
Takt Rqd
Improvements made in each of the targeted areas:
1.Shot Blast = 41%
2.Frame Exam = 34%
3.Bolster assembly = 36%
4.Assembly stage 1 = 17%
In addition to the overall process improvements there have been improvements in process
capability as demonstrated by the Frame Examine process variation (below):
Variation
Variation
Improved process stability in Frame Examine Process
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Update Standard Work
Standard Operating
Procedures (SOPs)
were written or updated
to reflect changes in the
process and use of new
tooling and fixtures
Standard Work Layouts were updated for all process stages to establish the ‘standard
condition’, ensure through auditing that the process layout is sustained and also set a benchmark
from which to improve further.
Date
Originator
Area / Team
Ref
Operation
Sequence
27/06/2006
R Woods
From: Bogie High Level Dismantle
To: Bogie Low Level Dismantle
STANDARD PLANNING DOCUMENT
STANDARD WORK LAYOUT
Date: 27/06/2006
Description:
Date
Originator
Area / Team
Ref
Operation
Sequence
27/06/2006
R Woods
From: Bogie High Level Dismantle (27 to 56)
To: Bogie Low Level Dismantle
STANDARD PLANNING DOCUMENT
STANDARD WORK LAYOUT
Date: 27/06/2006
Description:
Work Bench
Tool Cupboard
16
15
SCW
Work Bench
Tool Cupboard
SCW
2
8
17
19 18
20
3
4
25
26
1
38
SCW
Trolley
39 40
41 42
33 29
24
23
9
43
27
32
28
35 34
Shadow Board /
Work Bench
10
14
Scrap
37
36
30
31
5
6
7
Lateral Control
Rack
Scrap
11
13
21
12
22
Quality Check Safey Precaution Std In Process Stock Qty of SIPS Takt Time Cycle Time
Quality Check Safey Precaution Std In Process Stock Qty of SIPS Takt Time Cycle Time
Date Date Date Review Date
Name / Position Name / Position Name / Position Responsibility
Before Improvement
Name / Position
Date Name / Position
Date Name / Position
Date Review Date
After Improvement
Responsibility
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Audit
Having achieved these results it was important to sustain this so that we could improve further.
We did this in a number of ways:
Target Boards – we recognised that the most important part of
all the improvement work was to ensure that we now sustained
it, for a number of reasons;
• We can measure how well the process is being
sustained
• We can measure that we are continuing to gain the
benefits of the improvement
• We can identify further issues (waste) within the
process as the next stage of improvement, and get
better everyday.
Workplace Audit
This ensured we checked the right things and that critical elements of the process were
maintained, for example:
• Checking that all the tooling is present on the shadow board at the end of a shift
• Checking that the Standard Layout is being maintained and any deviations are put on a
3C document
• Checking that the Comm Cell meetings are occurring and questions raised receive
feedback
• Checking whether the Line Manager has visited the area to ‘Go & See’ [Principle 9]
The Communication Centre was set
up to enable effective production
planning processes to be established.
This ensured that all issues affecting
the Bogie Overhaul Facility were
collated in one central location. This is
where support departments
(Maintenance, Quality, Engineering,
Supply Chain) meet with Production
and agree actions in support of the
business objectives.
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Benefits
£100K Benefit
• Increased capacity - 5 bogies week to 7 bogies per week
• Reduced man hours required - 20%
Acknowledgements
A large number of individuals have been fundamental to implementing and continuing the
sustainment of these improvements.
The main team included:
Tony Metcalfe
Ray Herbert
Melissa Freeman
Dave Heaton
Erica King
Mark Hopcraft
Dave Munro
Colin Cunningham
Neil Watson
Robert Davies
Daz Smith
Chris Peach
David Baines
Mark Nogowczyk
For more information, please contact
Mark Nogowczyk
email: mark.nogowczyk@unipartrail.com
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