Implementation Strategy V4 - Unipart Logistics

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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. copyright UGC Limited 2008
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 copyright UGC Limited 2008
Page 1: Doncaster Production Business Unit
Page 5 and 6: Implement Solutions 1. Shot Blast I
Page 7 and 8: Implement Solutions (cont’d) 3. B
Page 9 and 10: Review Situation and Results 500 45
Page 11 and 12: Audit Having achieved these results

Implementation Strategy V4 - Unipart Logistics

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