Doorlooptijdverkorting bij Hansen Transmissions met Quick Response Manufacturing

1. WELCOME
QRM Journey
Quick Response
Manufacturing @
Hansen
5 -11- 2013
Eric Goos
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3. HANSEN INDUSTRIAL GEARBOXES
Driven by gear technology, Hansen Industrial
Transmissions fulfils the needs of its global
customer base by offering them reliable
mechanical power transmission solutions for
demanding industrial applications.

4. APPLICATIONS AND CUSTOMERS
INDUSTRY APPLICATIONS

5. ORGANISATION
HIT – Industrial Gearbox Factory
¬ Edegem
Belgium
Employees:
Surface:
Functions:
Quality assurance:
+300
Total: 50,000 m² - Factory: 30,000 m²
R & D, Engineering, Production, Assembly, Sales & Service , Finance , HR
ISO 9001 - since 02.01.1991

6. What is QRM? Quick Response
¬ Think different about LT:
 Highlight the power of time
 Create the right Organisational structure
 Understand the system dynamics
 Apply it to the whole organisation
Total lead time: 30 days
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7. Who is Rajan Suri? An inspiration
Meet the expert
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8. The Organisation structure changes…
Traditioneel
1. Organisatie
2. Management
Functioneel
Top down
Control
QRM
Cellulair
Team
Ownership
3. Personeel
Specialisten
Cross trained
4. Mindset
Efficiëntie
Tijdreductie
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9. How did we start?
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Get training in to QRM:Spread the word & get Guidance
In early beginning send several people to masterclasses
appoint someone to coordinate the QRM journey.
Today about 180 people have had personal training
Read and understand your company.
Try out some (new) things / do a pilot / experiment
Build a plan and be willing to adjust if needed.
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10. Investigate the whole process?
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11. Define a FTMS and try it out.
FTMS = FOCUS TARGET MARKET SEGMENT
Q-ROC = QUICK RESPONCE OFFICE CELLS
¬ 3 december 2012 we started a pilot in the CT -> Q-ROC CT
¬ Ending Januari 2013 this was evaluated and LT in order
handing was between 25% to 50% with only two people.
¬ Building the new organisation started around self steering
teams with following focus:
¬ Bringing people from Sales, Engineering &
Workpreparation together in one team.
¬ Talk and communicatie to eachother, organize yourself /
shorten com. channels
¬ Change management
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12. ACE PROCESSEN
MCT visibility
ORI008748QVRD2-CUN-11.2
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Manufacturing Critical Path Time
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13. ACE PROCESSEN
Q-ROC teams order gerelateerd…
FTMS = Focus Target Market Segment
Team 2: BNL – JP – UK - ME (eng)
Team 3: LAT – IT – SCAN (LAT = Latijns EU: Fr/Sp/P)
Team 4: CT (koeltorens)
Team 5: GROUP
Spare Capacity With
D - asignments
ORDERRELATED
Team 1: DACH – RU – IN – SCA
NONORDERRELATED
- Offertes & Orders , claims
- Per applicatie? Per Regio? Per categorie? Of een combinatie?
Per Regio, en met focus op categorieën ABC => “Fast track”
Vertical Design Team
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14. Q-ROC teams order gerelateerd…
ACE PROCESSEN
Team 1: DACH – RU – IN – SCA
Team 2: BNL – JP – UK - ME (eng)
Team 3: LAT – IT – SCAN
Team 4: CT
Team 5: GROUP
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15. TEAM Targets & KPI’s
ACE PROCESSEN
ORDERRELATED teams
-Focus on Leadtime (LT) reduction (-50%) for a better OTD.
-Focus ON .. First time right (FTR)
-Focus on Crosstraining en Knowledge sharing (cross departmental)
Introduction of QRM number in every team
QRM Number = Baseline measurement X 100
Current measurement
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16. ACE PROCESSEN
Orderrelated
Q-ROC teams
consolidated results
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17. CAT A

18. CAT A

19. CAT B

20. CAT B

21. Overview YTD

22. CAT A

23. ACE PROCESSEN
QRM journey today and next steps
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Crosstraining from the teams / over the teams
Time slicing with several other departments
Top 9 most urgent trainings with eye on flexibility
Not only office but also Shop floor
Planning: projecten + trainingen najaar 2013.
1. Projecten
Afgevaardigde
QROC - CT
Afgevaardigde
QROC - BNL
Afgevaardigde
QROC - DACH
Afgevaardigde
QROC - LAT
Afgevaardigde
QROC - Group
Afgevaardigde
QROC - DEV
deelnemers
QROC - Group
deelnemers
QROCSPARES
deelnemers
QROCONSITE
deelnemers
QROCDEVELOPMENT
SERVICES
IAD
deelnemers
QROCREPAIRS
PCA
Naam
Onderwerp
1
Customer intimacy
Standardisatie van een geselecteerde
klant binnen uw team.
Dit zowel op het vlak van offerte als
orderverwerking
2
Workflow document
Finaliseren en integreren van het
workflow document.
Dit is een nieuwe manier van werken
over het hele bedrijf
en zal gedeeltelijk de PCF vervangen.
DNI (MSC)
VDR
HK (backup)
DVH
WVD (SD)
VMA
DV
SSM (VOK)
3
HPP support
Trachten om de behandeling van HPP
dossiers te
vereenvoudigen en indien mogelijk
zoveel als mogelijk te automatiseren.
KRO (LDE)
HK
KPE (backup)
LM
WVD (GIK)
JVG
SCD
SSM
DNI (KRO)
HK
ELR (backup)
PAD
WVD (CM)
EDC/DV
KRO (LDE)
KPE
SVE (backup)
LM
JVR (CM)
NA
LDE (KRO)
SVE
KPE (backup)
PAD
JVR (WVD)
MSC (DNI)
ELR
BR (backup)
WL
CM (GIK)
DMT
GAL/SSM
GJ
MDI
MSC (LDE)
ELR
VDR (backup)
LOB
GIK (CM)
NA
VOK
GJ
CAS
DNI (MSC)
KPE
VDR (backup)
VES
WVD (CM)
DMT
SSM/VOK
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5
6
7
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Trachten om de werkvoorbereiding
(status 2R) eenvoudiger
te maken en een aantal zaken indien
mogelijk te automatiseren.
Standardisatie en regels ivm 97
Maattekeningen
tekeningen + eventuele
vereenvoudigingen.
Afspraken maken ivm behandelen en
ingeven AR's.
FTR - 1300 lijn
Vebeteringsacties definiëren om FTR
omhoog te brengen.
Hoe gaan we om met nazicht en
FTR - checklist
zelfcontrole om onze FTR omhoog te
brengen.
Hoe borgen we alle gemaakte
afspraken op
Process + procedures een gestructureerde manier en hoe
zorgen we dat weetjes universeel ter
beschkking worden gesteld.
Een beeld creeëren van de workload
binnen de teams om steeds het
Resource planning
overzicht te kunnen houden en soms
prioriteiten te bepalen.
Long LT BOM
Heel het team
BR(BNL) - WL(DACH) - LDE(CT) - GIK(LIS) - NA(AC)
EDC
WMA
NA
DMT
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24. Questions?
THANK YOU
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