3 Production Roadmap

Faurecia Excellence System
Production
Production Roadmaps
Purpose: The roadmaps were created to help each unit improve its understanding
of where it is on the road to progress, identify the next steps and
develop appropriate action plans.
Scope: These roadmaps are applicable to all the Faurecia entities:

Group, Business Group, Division, and Sites.
FAU-S-PS-0002 / EN issue 02
General information
PRODUCTION
Author: Patrick Bikard / Christophe Schmitt
Date: 14 January, 2004
Objective of the last

modifications:
Cancel and replace: Issue 01
List of documents linked

with this Standard:
FAU-S-PS-0002 / EN issue 02 2 / 60
PRODUCTION
1 Industrial strategy Page 3

and Manufacturing Engineering
- Make or Buy 4
- Manage industrial footprint 8
- Manage manufacturing processes 11
- Manage equipment and Tooling
14
2 Production Control & Logistics Page 18

- Monitor external flows 19
- Control information flows 23
- Control material flow 27
3 Production system efficiency Page 34

- Implement Standardized Work 35
- Implement auto-quality 37
- Improve JIT conditions 42
- Improve equipment efficiency 48
- Improve manpower efficiency 51
- Use visual management 54
- Implement control plan and ensure tracability 57
FAU-S-PS-0002 / EN issue 02 3 / 60
Industrial strategy and manufacturing Engineering
PRODUCTION
Process overview
Processes Roadmaps Elements
Industrial strategy Make or Buy • Competition overview on key processes and technologies.
and Manufacturing • Internal and external performance monitoring.
Engineering • Core technology and process strategy.
• Tracking of implementation of make or buy strategy.
Manage industrial footprint • Plant competence assessment.

• Industrial plan.
Manage manufacturing processes • Process Development

• Best practices identification and sharing
• Expertise
• Pre Production Process
Manage equipment and Tooling • Equipment identification and management

• Engineering guidelines and best practice, standardization and convergence
plans
• Investment plans
• Contingency plans
FAU-S-PS-0002 / EN issue 02 4 / 60
Industrial strategy and Manufacturing Engineering
Road: Make or buy PRODUCTION
Level description 1/2
Element Level 1 Level 2 Level 3 Level 4 Level 5
Competition • Top 3 competitors are • Top 10 competitors are • Complete databases • Benchmarking is done • Competitors and
overview on identified. known, with limited are available on top 10 before any capacity partners are assessed
key processes • Some written information on their competitors at local** replacement against market
and information on locations, processes, level • Faurecia's strengths expectations
technologies competitors is collected performances • Benchmarking is done and weaknesses on key • Consolidated core
in internal memos. • Benchmarking is done before any new processes are identified technologies* and
on spot requests. technology is and addressed. benchmarks exist at
introduced. Group level
• Risks and
opportunities for
Faurecia are identified
and addressed.
Internal • Internal and suppliers'/ • Internal and national • Internal and suppliers/ • Internal and external • Excellence indicators
and external competitors' suppliers'/ competitors' competitors' performance is and world-class
performance* performance is performance performance is tracked measured against benchmarks have
monitoring measured separately. measurement is based at local** level world-class been defined for all
on similar indicators • Manufacturing, benchmarks core processes and
• Manufacturing field is engineering and tooling • Indicators cover all technologies
covered. are covered. fields of activities from • A normative P&L* is
marketing to deliveries. defined for any key
business/technology.
* See user book details KPIs: -QCD - excellence indicators for key partners vs internal
** Local to be understood as Europe or US - Market share, market ranking per technology, percent of turnover from new technologies
or Asia depending on plant/division location
FAU-S-PS-0002 / EN issue 02 5 / 60
Core • Technologies have • Technologies and • Key technologies • Core and targeted • Strategy regarding
technology and developed historically processes are mainly regarding engineering, technologies are core technologies and
process • Technological driven by project and tooling, manufacturing, identified processes is regularly
strategy strategies are mainly customer demands logistics are identified • Strategic plans updated and fosters
driven through local • Support functions (IT, • Detailed strategies and regarding in- and the development of
initiatives Security, etc.) are development plans are outsourcing are "off-the- shelf" (in- or
outsourced available available for 50% of out-sourced) solutions
• Outsourcing is driven at
plant level, relying on opportunistically. • Some plans are in place technologies • Links with Business
local opportunities. to outsource • Impact of plans on PMT Plans, PMT and
commodities when is integrated. Product Planning are
appropriate. in place
• Tools for decision-
making are available.
Tracking of • Informal local tracking • Make or buy decisions • Make or buy decisions • Make or buy Business • A Group Make or Buy
implementa- of any outsourced are made by divisional are made and tracked Group committee exists committee exists
tion of make or business by plant managers by a dedicated • Actions are tracked and • A consolidated follow-
buy strategy logistics and • Tracking is done by Divisional committee* 75% of decisions are up exists
purchasing Purchasing networks on a quarterly basis implemented within the
departments. • Performance
within the Division • Related action plans are following year. monitoring exists to
• Min. 25% of decisions formalized • Spot analyses are measure actual
are implemented • 50% of decisions are conducted to confirm improvements and
successfully within the implemented the appropriateness of benefits vs
following year. successfully within the decisions and actual expectations for 90%
following year benefits for the of actions.
company.
KPIs: - Market share, market ranking per technology, percent of turnover from new core
technologies
* See user book details - Percent of achievement, savings achieved based on initial assumptions,
percent of non-core outsourced
FAU-S-PS-0002 / EN issue 02 6 / 60
User book details
Performance
• Quality, Complete costs, Capital employed, Delivery performance fields are a minimum. When possible, additional data regarding
program management, industrial and technical capabilities need to be collected and benchmarked.
Normative P&L
• Targeted profit and loss statement based on best performers/competitors’ cost structure in the same field of activity. The main
percentages that need to be highlighted are material and labor, manufacturing overheads, R&D costs and margin.
Core technology
• A core technology is a strategic technology that the Group owns, directly or via a partnership, in order to be a world leader in its
business field. The core technologies list evolves over time depending on market developments
– When a technology needs to be captured by the Group,
through development or acquisition, this becomes a “targeted” technology
– Key technologies are technologies which are identified as important,
but for which the decision on core/ non-core has not yet been made
– Core technologies are formalized in the Industrial Plan (see below)
Top competitors
• Key players in the market of a Faurecia core technology. They can be either product competitors who are integrating this technology or
potential suppliers who are offering that technology at competitive conditions either locally or globally.
FAU-S-PS-0002 / EN issue 02 7 / 60
PRODUCTION
Process overview


• Expertise

plans
FAU-S-PS-0002 / EN issue 02 8 / 60
Road: Manage industrial footprint PRODUCTION
Level description
Plant • Key competences are • Plant-specific • Improvement plans are • 100% of plants are • All plants are
competence* identified and are competences are in place and revisited assessed and 75% assessed
assessment managed informally at assessed regularly in a regularly achieve green status • 90% of positions are
plant level. standardized format: • 90% of positions are • 90% of people in place covered by a
tools, technologies, secured are trained. succession plan
functions and project
management skills • 75% of plants are • 90% achieve green
assessed and 50% status.
• 50% of plants are achieve green status*.
assessed vs this
competence portfolio
• 25% of plants achieve
green status*.
Industrial plan • Plants' locations and • Processes and • Technology critical • Targeted footprint* is • Current footprint is
activities are customer needs are mass* and cost factors* defined. Impact on cost, assessed vs targeted
historically based inventoried are formalized and quality, lead time and on a yearly basis
• More than 50% of plants • Workload is leveled documented contingencies is • Convergence plans*
have over 600 people locally • Spot relocation studies formalized are in place
• Process capabilities are • 40% of plants have over are conducted • Decisions regarding • Workload is
not formalized. 600 people • Workload is managed new programs are transparent at Group
at Divisional level made accordingly level
• Relocation to low labor
cost countries is mostly • 20% of plants have over • Workload is managed • 10% of plants have
driven by work content. 600 people. at Business Group level over 600 people
• 15% of plants have over
600 people.
KPIs: - Percent of competence with green status

*See user book details - Percent of plants in low labor cost countries, (structure + freight) costs/sales ratio.
FAU-S-PS-0002 / EN issue 02 9 / 60
Road: Manage industrial footprint PRODUCTION
User book details
Footprint
• Group industrial and geographical organization.
• Actual footprint is a photograph of where we are located, and how our processes are organized and split.
Competence
• The plant competence assessment covers multiple layers.
– Basic plant functional competencies (HR, manufacturing…).
– Specific technical know-how related to handled technologies.
– Engineering capabilities.
– Project management capabilities.
Targeted industrial footprint
• Ideal footprint: taking into account customer requests, manufacturing and logistic costs would be minimized, and as variable as
possible with regard to customer volumes; process and manufacturing competence would be adequately spread over plants.
Relocation study
• Encompasses at least a comparison of current location with new location, including transport costs, quality, manufacturing
performance, impact on working capital.
Technology critical mass
• Minimum size required to be able to run a technology and keep it up-to-date within a plant.
Cost factors
• Should be understood as the the minimum costs incurred by use of the technology (minimum investment, minimum
overheads/structure, logistic costs…).
Convergence plan
• A structured plan with associated defined and measurable actions, with intermim steps to move from actual situation to the ideal one
described in the targeted footprint.
Leveling
• See PSE and PC & L.
FAU-S-PS-0002 / EN issue 02 10 / 60
PRODUCTION
Process overview


• Expertise

plans
FAU-S-PS-0002 / EN issue 02 11 / 60
Road: Manage manufacturing processes PRODUCTION
Process • 90% of New • New technologies are • 90% of dedicated and • 90% of dedicated and •Process strategy is
development product/technologies are product driven and formalized Technology formalized Technology clearly defined through a
generated at plant level developped as part of development and development and Group Technological Plan
and proposed to product development continuous improvement continuous to generate innovation,
customers thoroughly to within Divisions. processes are held by improvement leverage future business
gain market share. Processes are improved Divisions. Processes are processes are held at opportunities and improve
Process capability is not locally and poor cross- improved locally and Business Groups level. actual performance.
known and adequation of fertilization exists across poor cross-fertilization Core technologies/ Development plans are in
products to processes is plants exists across plants processes are identified place, tracked and
not evaluated. and ressources are reviewed by management
allocated to match regularly and 75% are at
market demand. green status. Complexity
charts enable to match
product and processes,
and to define future
implementation strategies.
Related value creation
analysis is available.
Best Practices • Best practices are • Best practices are • Best practices are • Best practices are • Best practices are
identification properties of specialists identified in a database identified in a database managed through a managed through a
and sharing at plant level.They are across divisions. across business groups. structured database structured database
defined on internal local Convergence plans are in Convergence plans are in across business across business groups.
memos. place to implement BIC place to implement BIC groups. They are They are validated by
standards and 10% of standards and 25% of validated by experts experts and easily
plants are compliants. plants are compliants. and easily available for available for all plants.
all plants. Convergence Convergence plans are in
plans are in place to place to implement BIC
implement BIC standards and 75% of
standards and 50% of plants are compliants.
plants are compliants.
FAU-S-PS-0002 / EN issue 02 12 / 60
Road: Manage manufacturing processes PRODUCTION
Expertise • No expertise network • Specialists are • Some specialists have • Most expertise position • An expert network is
identified identified.They meet on been trained and are filled-up. Expertise identified.
specific issues. Needs developed to expertise is managed through a Succession/back-up plan is
across the organization level. Plans are in place yearly development plan in place in order to secure
are identified and vacant to strengthen network and continuous cross 100% of retirements, and
position are posted. and fill-up vacant fertilization meeting. 80% of other positions
positions. Meeting are Meeting are held …On-line database is in
held on a regular basis to regularly and database is place. Future needs are
create common under construction.HR evaluated at least on a
yearly basis and
practices. has built a specific path
recruitment plans built
for Expert careers.
accordingly. Each Expert
issues at least one
communication regarding
his domain per semester.
Pre - • Technologies have been • Technologies are • Main technologies have • Technical feasability #2 • Process assumptions have
Production proposed regardless of validated during been validated for tool milestone has been been validated at RFQA
Process "on shelves" Production set-uip and milestone validated by the plant stage by related experts.
references. Pre-series Plant industrialization team
• Plant has been involved • Plant industrialization
is set up from the award on.
Industrialization is • Main PMS milestones at Product of Process team is set-up before
Dedicated resources are
managed by Program have been defined sign off stage tool launch milestone identified and made
team with no reference • Plant Production • Plant ressources are • Most of technical available throughout the
to master principles and organization is set-up identified for production ressources have been process development.
little involvement from during preseries phase Set-up stage latest (PMS identified and made Industrialization is
the plant. latest (PMS Phase 3) Phase 3) available from the award managed according to
Process equipment and on Group guidelines and
• Program team is present
layout are defined and master principles.
in the plant until • Program team is present
installed with no Program team is present in
Production pre-serie in the plant untl SOP the plant until full capacity
validation from the
plant. validations
FAU-S-PS-0002 / EN issue 02 13 / 60
PRODUCTION
Process overview


• Expertise

plans
FAU-S-PS-0002 / EN issue 02 14 / 60
Road: Manage equipment and tooling PRODUCTION
Equipment • Equipment and tooling* • Equipment and tooling • Equipment and tooling • Equipment and tooling • All equipment is
identification is managed at plant is registered in plant is registered in a is registered in a registered and achieves
and level. databases and tracked. Divisional database. Business Group 85% TRS.
management • Limited databases exist • TRS are above 50%. • Unused equipment is database. • 95% of equipment is
regarding their ID data • New equipment is removed annually. • TRS are above 75%. capable.
and performance capable*. • TRS are above 65%. • Available equipment
status*. is posted on an
• 50% of equipment is
capable. internal database.
• 75% of equipment is
capable.
Engineering • Less than 25% (in • Plant equipment and • Divisional equipment • Equipment and tooling • Equipment and tooling
guidelines and numbers) of equipment tooling standards have and tooling standards standards have been standards are
best practice, and tooling is been defined for 80% of have been defined for defined for all consolidated at Group
standardization standardized at plant technologies. 80% of technologies. technologies handled level.
and level. • 50% (in numbers) of • 100% (in numbers) of at Business Group • Standards are updated
convergence new equipment and new equipment and level. and available online.
plans tools complies to tools complies. • The standards are
standards. • Convergence plans robust, validated and
exist for current available through
strategic equipment. specialist network and
associated databases.
KPIs: - Percent of capable equipment , TRS

*See user book details - Percent of achievement vs standards
FAU-S-PS-0002 / EN issue 02 15 / 60
Investment • Investment is generated • Investment plans are • Investment plans are • Investment plans are • Investment plans are
plans "on the spot", with poor managed through yearly accurate at 50% through accurate at 60% through continuously managed
visibility over 6 months. budget. PMT* and 75% at budget PMT and 85% at budget from medium-term
• Payback* is over 5 years • Actual content, stage. stage. plans – - PMT and
on average. expenses, schedule • Average payback is less • They are coherent with Product Planning – to
forecasts are 75% than 3.5 years. Business Plans, product yearly budget.
accurate regarding • IAR* benefits are planning. • Medium-term plan is
budget forecast. monitored vs plan for • Average payback is less 75% accurate and
• Average payback is less projects above than 3 years. budget is 95%
than 4 years. € 200k. • IAR benefits are accurate.
monitored vs plan for • Average payback is
projects above less than 2 years for
€ 80k. 50% of projects.
• IAR benefits are
monitored vs plan for
all projects.
Contingency • No formal contingency • Spot analyses have been • Any new product/line is • All internal processes, • Any potential
plans plan is in place. conducted on some supported by an FMEA* and major supplies have disruption risk is
• Customer protection is product/production lines identifying potential been analyzed through covered by a
limited to safety stocks of in order to answer disruptions and related FMEA, related disruption contingency plan.
either finished goods or specific requests from max. stoppage. risks are consolidated.
incoming goods. customers following • Action plans exist to • Action plans are in place
incidents. address root causes. to solve high-rated
• Action plans are in place • 75% of top-priority issues (above 100
to prevent any re- actions are in place criticality*).
occurrence. before SOP. • 90% of top priorities
• Standards and actions are operational KPIs:
maintenance and audited. - Percent achievement of
organization are • Industrial footprint is budget, average payback
integrating the good integrating the good vs plan
practice derived from the practice derived from - Percent of production secured,
action plans. above analysis. safety stock level, express
*See user book details costs, customer disruptions
linked to process
FAU-S-PS-0002 / EN issue 02 16 / 60
User book details
Equipment & Tooling

• See corporate classification. Equipment covers machines and other assets depreciated by the company. Tooling is dedicated to a
product, owned by the customers or depreciated over product lifetime.
Equipment and Tooling database

• An equipment and tooling database should register at least the following data : type of equipment, location, date of SOP, capacity
installed, current production, TRS.
Capable
• See definition in Production Efficiency sub-system.
IAR
• Investment Authorization Request. See corporate procedure.
Convergence plan: see above
FMEA (Failure Mode Effects Analysis), Criticality

• See corporate procedures “Process FMEA” – FAU-S-PM-3042 and “Production facilities FMEA” FAU-S-PM-3045.
PMT (Middle Term Plan)

• 5-year forecast. See group definitions.
Pay-back
• See corporate procedure FAU-P-CG-0001.
FAU-S-PS-0002 / EN issue 02 17 / 60
PRODUCTION

- Make or Buy 4
14


FAU-S-PS-0002 / EN issue 02 18 / 60
Production Control & Logistic
PRODUCTION
Process overview
PC & L Monitor external flows • External MIFA

• Visual management
Control information flows • Information flow characteristics

• Leveling system.
• Engineering change planning
Control material flows • Delivery frequency.

• Delivery routes efficiency.
• Storage.
• Engineering change physical implementation
FAU-S-PS-0002 / EN issue 02 19 / 60
PC & L
Road: Monitor external flows PRODUCTION
Level description
External MIFA • One current MIFA has • The target MIFA has • Based on MIFA • 50% of BOP external • 80% of BOP external
been established for been established with diagnostic, PC & L lead flows have been flows have been
one external plant flow. an action plan to reach time objectives have optimized with MIFA. optimized with MIFA.
it. been defined. • PC & L lead times • BOP inventory in the
• First actions are in • Action plan and actions have been reduced. plant = few hours.
place. are in place.
Visual • Inventory levels are • Inventory levels and • Docks being used are • Consolidated truck • By looking at the shop
management monitored with the alerts are displayed on clearly identified (for loads are clearly floor, we know the
information system. a board on the shop shipping and receiving). identified*. stock level (Kanban on
• FIFO is monitored with floor. • The FIFO is clear and • Inventory levels and the queue line), the
the information system. • A planning for truck visual. alerts are managed truck loads being
arrivals (incoming and from shop floor. prepared with their
outgoing goods) is delay and the existence
displayed on the shop of FIFO.
floor. • If a truck is late, the
alert is visible.
KPIs: -PC & L lead time [unit: days of stock]

-Misdelivery rate [unit: MPM, cf. guidelines]
* N/A for JIT plants
FAU-S-PS-0002 / EN issue 02 20 / 60
PC & L
User book details 1/2
External MIFA (Material and Information Flow Analysis)

• MIFA is a tool used to represent both information and physical flows (see PSE-net standards)
• A relevant MIFA includes a diagnosis, an action plan with targets and objectives from an initial situation to a targeted situation
• Targets are PC & L lead time reduction and zero misdeliveries (see definition of KPIs)
• External plant flows
– Represent information and physical flows, external to the plant
– Include flows from/to suppliers/customers
– Cover products or family of products
– % of external flows = volume (m3) studied Vs total volume (m3) received or shipped
Material & Information Flow Diagram - TOYOTA 167 W Mise à jour le 10/12/01
MIFA CIBLE MAI 2002 par e.moreau, version v6
Mise en
Programme mensuels (4s ferme) place du en (# 1)
#3 PIC Mise
textiliens PIC
place du Info commerciales
Programme envoyé (plan industriel et
Planning de fab. fait 4 sem à l'avance PIC moyen terme:
chaque jeudi 12h FAX commercial) =
? Logistique projected annual
TMG 6 sem ferme tendances chaque
volumes +
2 sem prévi mois sur 12 mois
extended forecasts
Fax Souhait TMG: 4s ferme
TMG - MIFA 167W du 15/10/01 et 8s prévi avec
tolérance max: Besoin
d'une convention Prévi
Prévisionnel
S'accorder logistique signée chaque lundi matin
EDI envoyé chaque
sur une
S'accorder 12 semaines
vendredi 7am UK
M L G convention
sur une
logistique
convention
visibilité
scrap = 10%
time avec un
horizon de 12
logistique semaines
MELANGE FIXATION GRAIN
TMG
cuisine (pasta) + +
2*8, 2 LAQUE FOAMAGE si Programme envoyé
? ref stock 2 ref chaque jeudi 12h
mélangeurs, version AB 4 ref 1/sem EDI+ Fax (# 2) Ferme
? jours important, 2jours 1 sem ferme
1h30 à 2h00. 2 jours vendredi Traitement des besoins par
prépa datant 8 sem prévi
de plusieurs 4 ref Sieto;
mois transport = envoi par fax 4 fois par jour
1h ld'une demande de chargement
FAX camion. Logistique Logistique
Logistique FAA Quantité recues à J+2 SIETO TOYOTA
Lead time = 4 semaines, lead time process = 2 jours
Les quantités sont issues des
Programme envoyé kanbans et du delta
chaque jeudi 12h d'ajustement logistique
1 sem ferme
Programmes: 4s fermes et 8s prévi (6 s de délais de livraison) 12 sem prévi
EDI+ Fax dont les 4 dernières à WK
zéro et les 4 avant 3 fax par
planning: 1f/sem Logistique DE dernières non jour (un par
3 fax
WITTE exploitables. toutes
jourles
(un
Besoin d'une convention 8 heures)
toutes les 3 prélèvements par
logistique signée 8 heures) jour (6h, 14h, 22h)
DE WITTE - MIFA 167W du 25/09/01
T T L Prélèvement SIETO
de 24
Prélèvement
FAA - MIFA 167W du 27/09/01 crochets
de(5p)
24
TRICOTAGE RASEUSE LAMINAGE DE toutes les 30(5p)
crochets
12m/h, 3*8 + (2j) WITTE min. les 30
toutes
5 mach. THERMOFIXA min.
? ref ? ref 4j car lot de
TION 2/sem
40 jours 5 jours 3000m 4 ref Mise à plat
(750 m/j) mardi et
2 jours duMise
stock
base CMJ
du mois
vendredi
4 ref C #1
à plat
(élimination
du stock
du (élimination
paletier)
suivant COUPE TISSU cible: temps
Stock de du paletier)
3 machines PIK déchargement
fonctionne
Diminuer le = 2h00
dont 1
PIK WK ment
spécifique temps de le
Diminuer Stockage
pour le N3 déchargem
temps de dynamique,
14 ref
Lot 120 pcs AV ent
déchargem 62 ref,
5 jours
planning: 3j de ferme Logistique

Faur
ecia
Lot 60 pcs AR
2*8 C ent 2,5 days,
1 kanban =
PTPM 5 coiffes
PLATE - 2 camions
FORME TOYOT
PTPM - MIFA 167W du 10/10/01 à AY (51) (Rouen)
par
semaine
COUTURE
2*8 FAA A
10 ref rendu 5 à 6 modules train:
2 jours de 1 faux
2 à 3 jours
C de 6 machines prélèvem
planning: 2s ferme et 10 sem prévi.
lundi et tissu coupé camion

jeudi 6h 31 ref AR et 31 62 ref ent
Voir pour (remorq
C V éliminer
Voircette
plateforme
pour
éliminer de
cette
ref AV 2 jours
flexo
toutes les
30 min. ue en
débord)
transport = 48h
2 c/jour en coiffes
COUPE 1 crochet = de 24 suspendues, mixé
regroupement
plateforme de ELASTIQUE Stock de
5 coiffes crochets capacité = 574 crochets
COMPLEXAG VISITE (Rouen)
regroupement 2*8 Sécurité
TREVES 14 ref (120 = 48 barres/c = 9,8
E Controle milk(Rouen)
run Lot 4*120 pcs Gerbé au
5 jours coiffes) mètres/c
3*8, Découpe, milk run = 480 pcs sol,
Plateforme 6 ref encours 62 réf.
30 m/min Conditionnem 2/sem 62 ref,
?j 3h navettes Plateforme FAA SIETO
2 machines, ent mardi et 3.5 days,
2à3h à Mardeuil Lun 21h 23h Lun 6h 8h
1 rouleau = 1 container = vendredi 10h 1 kanban
6 ref (51) Mar 21h 23h Mar 6h 8h
250 m 6 rouleaux = rendu: lundi =5
6 ref Mer 21h 23h Mer 6h 8h
300 m et jeudi 6h coiffes
2,5 jours Jeu 21h 23h Jeu 6h 8h
50% du prévi Ve Ve Fifo:
21h 23h 6h 8h
Lead time =3 semaines. Lead time process = qq heures / rouleaux de 50 m S+1 le mardi, n n rotation 1
le solde du f/mois
TREVES - MIFA 167W du 26/09/01 à CHOMARAT (07) ferme le
Augmenter la
vendredi Réduire le
fréquence
Augmenterà 2 la
temps de le
Réduire
c/j fréquence
(tournées à 2
transport
temps de
T T incluant Sieto,
c/j (tournées
Sotexo) Sieto,
incluant
transport
Voir pour Sotexo)
le retour de
Voir pour
TEINTURE THERMOFIXA ces
le deux
retour de
5 machines, TION camions
ces deux
? ref 2 paniers à la encours camions
15 jours fois, 4h navettes
4 navettes/j
6 ref
Lead time = 4 semaines
Lyon (69):
ourdissage +
tissage
2 jours 5 jours 3 jours

2 à 4 semaines selon le fournisseur 3 jours 2 jours
FAU-S-PS-0002 / EN issue 02 21 / 60
PC & L
Visual Management
• Visual Management is a set of visual tools used at shop floor level.
They highlight discrepancies between normal situation
and current situation. They allow immediate corrective actions.
• Typical visual management tools are (see PC & L- Net best practice)
– Dock planning.
– Consolidated trucks areas.
– Inventory level alerts.
FAU-S-PS-0002 / EN issue 02 22 / 60
PRODUCTION
Process overview



• Storage.
FAU-S-PS-0002 / EN issue 02 23 / 60
PC & L
Road: Control information flows PRODUCTION
Level description
Information • Information system is • There is a clear • Kanbans are used for • Manifests are sent to • Incoming goods are
flow on EDI. customer/supplier withdrawal instructions. intergroup and external labeled with kanban.
Characteristics • No Kanban for relation for all suppliers • Manifests are used for suppliers. • Truck loads to be
production. (no supplier decides of intergroup deliveries with • 50% of truck loads to be received are controlled
what to deliver). misdeliveries (MPM) shipped are consolidated with one or several
• Requirements are measured by manifest with a sequencer*. manifests.
ordered by truck and not • All supplier • 100% of truck loads to
by day. performances are be shipped are
measured with MPM. consolidated with a
sequencer*.
Leveling • Internal production is • There is a monthly ‘Sales • Supplier leveling: • Supplier leveling: • Supplier leveling:
system not leveled (there is no and Operation Planning’. requirements are leveled requirements are leveled requirements are
‘Master Plan • ‘Sales and Operation per day and recalculated per manifest and transmitted to supplier
Scheduling’). Planning’ is weekly. recalculated weekly. by Kanban, in leveled
• Supplier requirements communicated to all • Finished Goods are • Sequencer boards are in conditions.
are calculated with suppliers. withdrawn more place with truck
daily MRPs. • Truck leveling: all frequently than truck departures displayed*.
arrivals (timeframe) are departures*.
leveled. • Sequencer boards are in
place*.
• Takt time is frozen by
reference for one week
through Master Plan
Scheduling*.
Engineering • Product changes are • New product ordering is • New product forecast is • When needed a specific • Ramp-up and Phase-
change not integrated in the managed outside the ERP used within the system. Committee with out are perfectively
planning ERP system and not by a dedicated person. Suppliers integrate the suppliers, and the planned.
under control. • Phase-out is not planned. delivery objectives customer insure the • The ERP system is in
(quantity and delay) coherence of the ramp- line with the
• Plant ECR Committee up and the phase-out in engineering change
meets regularly to plan the entire PC & L. process.
and monitor Engineering
change.
*N/A for JIT plants
KPIs: Inventory level (hours)
FAU-S-PS-0002 / EN issue 02 24 / 60
PC & L
Kanban
• Kanban is an identification label for containers:
for bought-out parts all containers are identified
with Kanbans generated and transmitted by Faurecia.
Manifest
• Manifest is the call-off support of a customer to its supplier
(applicable for both intergroup and external suppliers).
• It is sent to the supplier and follows the complete logistics loop:

the same paper is used for ordering, shipping notification,
receiving control and in some cases invoicing.
• It is a list of expected references and quantities.
• A truck can contain several manifests.
FAU-S-PS-0002 / EN issue 02 25 / 60
PC & L
Sequencer box
• Sequencer box is a physical support to determine logistics withdrawals.
• It contains series of Kanbans in a predefined order and gives instructions to logistics operators.
• At level 4, sequencer box clearly displays the beginning and the end of a truck consolidation.
MRP: Material Requirement Planning
Leveling system
• The objective is to level both production and suppliers requirements.
• A relevant supplier leveling per day means that requirements are the same for all the days of a given week .
• A relevant supplier leveling per manifest means that requirements are the same for all the manifests of a given week.
• Definition of SOP (Sales and Operation Planning), MPS (Master Plan Scheduling) : see PC&L-Net guidelines.
FAU-S-PS-0002 / EN issue 02 26 / 60
PRODUCTION
Process overview



• Storage.
FAU-S-PS-0002 / EN issue 02 27 / 60
PC & L
Road: Control material flows PRODUCTION
Level description
Delivery • Supplier decides • Delivery frequencies • Some milk runs are in • Cross docks when • Deliveries are leveled
frequency when to deliver. are fixed via logistics place. necessary. and have a high
conventions. • Some components are • BOP inventory level is frequency.
• At least 50% of the delivered several times a measured in hours. • BOP inventory = few
external flow is day. • Frequent deliveries > hours.
delivered daily. 20%. • Frequent deliveries >
40%.
Delivery routes • Choice of transport • Receiving and shipping • Transport schedules are • Truck loading and • Transport mode and
efficiency mode is driven by windows are planned optimized every month; unloading process unloading process
cost. and respected. routes & volumes are takes less than 20’. allow min. lead time
calculated with • Delivery plan = zero under cost constraint
information from SOP. defect. (100% on time (tools: Pony Express).
and in quantity). • Excep.transp. = 0 k€.
Storage • There is outside • Finished goods are • Outside warehousing = • Incoming goods are • No picking; incoming
warehousing. stored with a difference only for safety stock, and stored directly in goods are stored
between safety and close to customer picking area. directly in the wagons
shop stocks. location. • Outside warehousing = of the train deliveries.
0 m2.
Engineering • New product • Phase-out products are • Location, Packaging and • Misdeliveries are • Disruption of flows
change physical launches generate identified and isolated, Handling processes are avoided by exceptional and obsoletes do not
implementation misdeliveries and monitoring is done by a defined. transports. occur .
obsoletes. dedicated person. • Inbound flow is specific. • Obsoletes elimination • No extra MPM are
• Handling processes • Location of new is negotiated . generated.
are disorganized. products is define when • New products are
they arrived. integrated in the
normal flow.
KPIs: - Frequent deliveries (%)

- Exceptional transports (k€)
- Outside surfaces (m2)
FAU-S-PS-0002 / EN issue 02 28 / 60
PC & L
Road: Control material flows PRODUCTION
User book details
Delivery frequency
• The frequency is the number of deliveries per day.
RM: raw material (see definition of KPIs)
Milk runs, routes, cross docks, pony express and logistics conventions: see PC&L-Net
Truck loading and unloading process
• Unloading process is minimized when trucks are unloaded laterally (target = 20’).
Outside surfaces: see definition of KPIs
FAU-S-PS-0002 / EN issue 02 29 / 60
PRODUCTION
Definition of KPIs
Road: Manage industrial footprint
Calculation method
• (Structure + freight) costs/sales.
Definition
• Structure cost = Plant Indirect Labor Costs + Plant Overheads + Plant Depreciation.
• Freight costs are the cost of transport paid by Faurecia for inbound and outbound freight.
FAU-S-PS-0002 / EN issue 02 30 / 60
PC & L
PRODUCTION
Definition of KPIs 1/3
Road: Monitor external flows
PC & L lead time [unit: days of stock]

• Unit
– Days of stock
• Definition
– PC & L lead time measures the overall inventory of an external flow
– It represents the total volume of parts located in warehouses, in transit (transportation),
at supplier location and in safety stock
• Calculation method
– For intergroup suppliers
– Warehouse shop stock + stock in transit (transport) + supplier shop stock + safety stock
– For external suppliers
– Warehouse shop stock + stock in transit (transport) + safety stock
Misdelivery rate [unit: MPM]
• Unit
– Misdeliveries per million
– Target: 0 (zero)
• Definition
– This indicator measures the logistics overall performance of a site
– The expectation is to deliver parts in the right quantity and at the right time; that means ZERO short shipments
– Since the quality of our parts is measured in returned Parts Per Million, the logistics performance is measured in
Misdeliveries
– Per Million (MPM)
– MPM = No. of lines delivered in the wrong quantity or at the wrong time x 1,000,000
Total No. of lines ordered
• Specific case of JIT sites
– MPM = No. of incomplete vehicles due to misdeliveries x 1,000,000
Total No. of vehicles assembled
FAU-S-PS-0002 / EN issue 02 31 / 60
PC & L
PRODUCTION
Road: Control information flows
Raw materiel inventory level [unit: hours]

• Unit
– Hours
• Definition
– Stock of all raw material that is bought to produce the finished products
– (Raw material inventory for the month M x number of working days (M-2, M-1, M) x 24hours)
(consumption of raw material of the 3 last month (M-2,M-1,M))
FAU-S-PS-0002 / EN issue 02 32 / 60
PC & L
PRODUCTION
Road: Control material flows
Frequent deliveries [unit: %]

• Unit
– Percent
• Definition
– Ratio determining the importance of multi-daily suppliers’ deliveries
– Measure the percentage of suppliers delivering at least four times a day compared to the active suppliers
– Number of suppliers delivering at least 4 times a day/total number of suppliers
Exceptional transport [unit: k€]
• Unit
– k€
– Target: 0 k€
• Definition
– Monthly costs of exceptional transports for suppliers and customers because of failures due to site activity (Faurecia’s
responsibility).
– Includes all transport not included in normal truck planning.
– Report the cost of exceptional transports during the month.
Outside surfaces [unit: m2]
• Unit
– Square meter
• Definition
– Total of surfaces external to the site (rented or outside the production site)
– Report square meters
FAU-S-PS-0002 / EN issue 02 33 / 60
PRODUCTION

- Make or Buy 4
14


FAU-S-PS-0002 / EN issue 02 34 / 60
Production system efficiency
PRODUCTION
Process overview
Production system Implement Standardized Work • Work definition

efficiency • Adherence to Standardized Work
• Standardized Work Audit
• Improvement of Standardized Work
Implement auto-quality • Pass only good parts to the next stage

• Key standards
• Improved product and process capabilities
Improve JIT conditions • Production leveling and Production control at T.T.
• MIFA and flow/pull organization
• Reduction of inventories and batches
• Internal material handling (Raw Material and Finished Good)
• Storage
Improve equipment efficiency •Performance tracking

• Improved reliability, maintenance
• Flexibility
Improve manpower efficiency • Workstation efficiency

• Flexible manpower line
• Continuous improvement
Use visual management • Identification of abnormalities

• Facilitation of diagnostic
• Participation by operators in corrective actions
Implement control plan and ensure • Implement control plan as living document
tracability • Reaction in case of defect
• Supervision
• Ensure tracability
FAU-S-PS-0002 / EN issue 02 35 / 60
Road: Implement Standardized Work PRODUCTION
Level description
Work definition • There is no definition • There is an instruction • A standard exists on all • All the MOD and a • All the operator MOD,
of the operators job. on some work station. production work station part of the MOI are MOI have a detailed
They follow But it is not apply. including : the object of definition of their
differents routines • cycle and its duration (cycle Standardized work; working cycle.
for the same job. time) • The SW is defined at • These documents are
• Duration and content • sequence of the operations design stage before signed by the managers
vary a lot. • TT, the standard work in SOP. in charge of their
progress, stock Safety application.
device…
Adherence to • There is no reaction • The operator is in • There is a reaction in case of • The stabilization of
Standardized in case of problem. If charge of notifying his problem but no analysis of tandardized Work is operators work cycle is
Work there is one, it is GAP leader if he is the reason why the SW is not apply the same way a key objective given to
unplanned. making the job in apply. by all operators in GAP leaders,
• If there is a standard, different way than SW. • GAP leader trains operators each shift. supervisors and UAP
it is not really applied in order to respect SW. managers.
or does not • The standardized Work
correspond to what is is use as base to the
made. assessment of the good
operators training.
Standardized • GAP leaders and • The instructions are • An Audit of the SW Chart • The management : • Gap Leader daily check
work Audit Supervisors don’t signed by Gap leaders exists. But it is not led by Gap Leader and each each workstation.
care with S.W. and\or supervisors. production managers. supervisor inspects % of fulfillment of
But they are not The updating is done by several times in a standardized work is
applied in the same external functions. year all the work monitored daily at plant
way by the operators. stations and updates level.
the documents • Audit is used as an
opportunity to identify
improvement ideas.
Improvement • Documents are not • Documents are • An audit takes place by the • Regularly on all the • The systematic
of regularly reviewed to submited for approval Quality Departement but do work station, observation of the
be improved. by the GAP leader not imply a corrective action observations are led working cycle is a base
Standardized for improvement.
Work • They are deeply before any to improve the SW
modified without a modification. • The improvement of
real improvement. operators work cycle a
key objective given to
GAP Leaders and
Supervisors.
FAU-S-PS-0002 / EN issue 02 36 / 60
PRODUCTION
Process overview


• Key standards
• Storage
Improve equipment efficiency • Performance tracking

• Flexibility


• Supervision
FAU-S-PS-0002 / EN issue 02 37 / 60
Road: Implement Auto quality PRODUCTION
Level description
Pass only good • Most of the defective • Self-inspection • Self-inspection (2) is • Defective parts are • All defective parts are
parts to the parts are discovered at instructions exist but correctly applied but eliminated at eliminated where they
next stage final control or by are not applied parts are not eliminated workstation but not occur
customer • Lines do not stop in the at workstation always where they • Production line is
event of a major defect • Poka-yokes (5) are occur stopped if there is a
• Poka-yokes are implemented only if • Many poka-yokes are in risk of forwarding a
inappropriate or customers complain place defective part
bypassed • O.K. 1st piece (3) is • Poka-yokes are
• Implementation of 6 systematically applied implemented
basics* is a priority • There is a pareto of the systematically when
• Quality wall (1) is in main defects displayed there is a risk of error
place when customer is in each GAP
not satisfied
Key standards • There are no red bins • Red bins (6) are in place • Rework is done • Rework is done out of • Red bins are used as a
• Rework is done by • Rework is done within externally by batches the line by a dedicated tool to manage scrap
operators on the line the line according to operator • Rework (4) is
procedure immediately (no
batches) done by team
leader
Improved • Machine capability is • Machine capability is • Actions are in progress • Actions are in progress • Cpk is higher than 2
product and not known measured to improve Cpk ≥ 1. 33 to improve Cpk ≥ 1.67 for every process and
process • There is a 100% and SPC charts are in continuously improved
capabilities inspection if Cpk is < place • Root causes of
1.33 defects are recorded
and used at design
stage
* As indicated with numbers in brackets on this page KPIs: PPM scraps, PPM rework, customer PPM, Cpk
FAU-S-PS-0002 / EN issue 02 38 / 60
Self-inspection
• Self-inspection is a quality control procedure whereby the person who has just completed
a manufacturing operation checks the part him/herself, according to a set of pre-defined rules
• Self inspection is one of the means to Auto-quality
• Specific tools such as decision grids can be used
The 6 basics are

• Quality Wall
• Self-inspection
• OK 1st piece
• Rework under control
• Poka-yoke
• Red bins
Leveling
• The objective is to level production and suppliers’ requirements
• See PC & L- Net
Poka-yoke
• Is a technique for avoiding simple human error at work
• Is a simple reliable tool used on a product that prevents
– The mistake that produce the defect in the part
– The transfer of a part with the defect to the next workstation or step in process
FAU-S-PS-0002 / EN issue 02 39 / 60
User book details 2/3 Example of a standard operations form

Document No.: xxxx
STANDARD OPERATION Washington
FIS-F-PS-2 4 1 / EN
Plant :
vers io n 0 1 Revision Level: 4
Part Work- Page

Number xxx Part Name
Bolster Line :
EQ Bolster station: Woodstock No: 1/1
Tim e:
No. Operation = SAFETY = QUALITY = TIP
30 Sec
Sketches / Photo's / etc.
Remove cavities 3 & 4 from the mould tool. 4

1 Remove parts from tool Place parts onto left side of bench (Fig1)
S piking
Remove the spiking Remove the waste then place the frame onto the bench
Ca vitie
2 frame from the upper

Ensure frame handle is pointing away from you and spikes are pointing upwards. 1
4 Cavitie
3 2 s 1
2
tool
Fig 1.
3
Fold waste and place Fold the waste from the frame and place it onto the granulator cooling stand, using it to
3 onto to stand.
push the existing
waste into the granulator (fig 2).
Gra n u la to r
Remove the spiked Remove the spiked frame from underneath the bench place it into the guides on the
Co o ling s ta nd
upper mould tool (fig 1)
4 frame from the
underneath bench Ensure that the handle is pointing towards you is fully located against the censor
Fig 2.
Wh ite 5
- Take one white & green LH clip from the dispenser.

Place one white & green - Place the green clip into the center clip position and the white into the bottom location
5 clip into cavities 3&4
on cavity 4.
- Take one white & green RH clip from the dispencer.
- Place the green clip into the center cl
Gre e n
Wh ite
Fig 3.
Issued Sig nat ure Checked Sig nat ure Approved Sig nat ure SKILLED Sig nat ure Non Conforming Product:
Name: Name: Name: OPERATOR P la c e re je c ts in re je c t c o nta ine r. R e c o rd o n P ro c e s s M o nito r
Function: Function: Function: Name: S he e t. If 3 o r m o re re je c ts fo und with s a m e fa ult c a ll Ga p Le a de r.
FAU-S-PS-0002 / EN issue 02 40 / 60
Capable
• See PSE roadmaps and corporate Procedure “capability coefficient “ FAU-S-PS-3010.
Minimum required capability Cpk ≥ 1.67.
• When capability is not measurable, Defect per Million measurement is max. 60 ppm
(4,8 standard deviations) and target is 3.4 ppm (6 standard deviations).
Non conformity rate vs capability
3000
Non conformities (in ppm)
2500
2000
1500
1000
500
0
1 1,11 1,22 1,33 1,44 1,55 1,66 1,77 1,88 1,99
Cp=Cpk
FAU-S-PS-0002 / EN issue 02 41 / 60
PRODUCTION
Process overview


• Key standards
• Storage
Improve equipment efficiency •Performance tracking

• Flexibility


• Supervision
FAU-S-PS-0002 / EN issue 02 42 / 60
Road: Improve JIT conditions (Just-in-time plant) PRODUCTION
Production • There is no leveling. • Potential for manpower • Leveling is done in • Leveling is done at Takt • Production lines work
leveling and Manning is defined in productivity volume but not in mix. time according to Takt time
production order to absorb peaks improvement has been Manning is based upon • Manning is based on • There are no
control at Takt of demand identified the worst mix Takt time and average manpower losses due
time
• Operators are kept • Target organization has • Cycle Time is 20% work content to customer
waiting because of been formalized faster than Takt time fluctuations, missing
missing labels (Cycle supplied components
Time < 60%Takt Time) or any material
shortage
MIFA and • MIFA is not complete • MIFA is completed • Target MIFA exists • Action plans to reach • The flow/pull
flow/pull • Production control is • Target MIFA is not target MIFA exist and organization complies
organization 50% of actions have with the target MIFA
poor with frequent formalized
schedule changes at been launched (best JIT conditions)
upstream processes • Leveled conditions are
applied at upstream
processes
Reduction of • Production is scheduled • Some Smed activities • Many Smed activities • Shop stocks are • All variants are
inventories and in order to minimize the are conducted where are conducted with managed via Kanban produced at least once
batches on number of tool changes fixed- batch Kanban is batch and shop stock system a shift, batches are
upstream implemented reductions shorter than 2 hrs and
• High runner variants
processes total WIPs are < 4 hrs
are produced several
times a day
KPIs: Lead time, WIP, production frequency of high runners,

changeover duration
FAU-S-PS-0002 / EN issue 02 43 / 60
Road: Improve JIT conditions (Just-in-time plant) PRODUCTION
Internal • Material supply is done • A handling database • The future material • Standards are • Material is supplied
material during the operating exists for each part type handling standard is implemented in most frequently (<1 hr)
handling working time by and contains: defined parts of the plant (small train) directly
operator having to leave packaging, volumes, • Parts supply is done by into flow racks at
his workstation consumption, physical a dedicated person workstation
• Finished goods are locations • Handling manpower is
• Empty and full
transferred to stocks in • Packaging is designed containers are stored at standardized
the shipment area by for standard pallets, the same place • All handling
fork lift and manual handlings operations are
• Some lines are fed by
• No standardized work • Truck loads are trains or trolleys standardized and
for handling operations prepared in one step minimized
from logistics stock • Pool stocks are
minimized
Storage • Stock is not controlled, • FIFO boards are in • Work In Process are • All stocks are inside the • No picking, incoming
no FIFO place for all parts stored on flow racks plant with FIFO, on goods are stored
stored in racks. dedicated lanes for easy directly in the wagons
picking of the train deliveries
• One single level per
reference for Bought-
out- parts
KPIs: Lead time, WIP, production frequency of high runners,

changeover duration
FAU-S-PS-0002 / EN issue 02 44 / 60
Road: Improve JIT conditions PRODUCTION
Production • Production is monitored • Balancing in volume is • Fixed batch Kanban • Production is driven via • Cycle time is very
leveling and by MRP scheduling done for the whole system sequencer board and close to Takt time (>90
production plant and reviewed Kanban pull system. % Takt time)
• Schedules changes • Leveling is done to Takt
control at Takt weekly Truck preparation is
occur several times a time on a weekly basis • Shop stock contains
Time done via pull system
day • Withdrawal Kanbans only a few boxes
from shop stock
and sequencer are in
place
MIFA and • MIFA is unknown • MIFA exists • Target MIFA is done and • Pull system exists • The flow/pull
flow/pull • No pull system • Stocks at customer steps to reach it are everywhere it is not organization conform
organization defined possible to have a flow to the target MIFA
• Production does not area. Finished good
stock absorbs most of • Pull system exists in system (best JIT conditions)
match customer
demand the production issues some areas • Lead time is shortened • There is only 0.5 truck
to better follow demand or 3 hours* in the
consolidation area
after the last one has
left
Reduction of • Production is scheduled • Some Smed activities • Many Smed activities • Shop stocks are • All variants are
inventories and in order to minimize the are conducted where are conducted with managed via Kanban produced at least once
batches number of tool changes fixed- batch Kanban is batch and shop stock system a shift, batches are
implemented reductions • High runner variants shorter than 2 hrs and
are produced several total WIP are < 4 hrs
times a day
KPIs: Lead time, WIP, production frequency of high

runners, changeover duration
* Minimum value between 0.5 trucks and 3 hours to be taken as target
FAU-S-PS-0002 / EN issue 02 45 / 60
Internal • Material supply is done • Frontal flow racks are • Some lines are fed with • There are no line • Material is supplied
material by the operator leaving implemented at trains or trolleys feeders frequently (<1 hr)
handling his workstation workstations (small train) directly
• Truck loads are • Supply of components
• Finished goods are • Shop stocks of finished prepared frequently is done by train into flow racks at
transferred to stocks in goods are implemented from logistics stock workstation
• Finished goods are
the shipment area by in some areas • Empty and full manually fed by • FIFO is enabled by
fork lift • Packaging is designed containers are stored at operator into shop flow racks in every
• No standardized work for standard pallets, the same place stocks close to the line storage
for handling operations and manual handlings • Trucks loads are • There are no forklifts
• Truck loads are prepared from end-of- in the production area
prepared in one step line shop stock • All handling
from logistics stock operations are
standardized and
minimized
• Pool stocks are
minimized
Storage • Stock is not controlled, • FIFO boards are in • Work In Process are • All stocks are inside the • No picking, incoming
FIFO is not in place place for all parts stored on flow racks plant with FIFO, on goods are stored
stored in racks. dedicated lanes for easy directly in the wagons
picking of the train deliveries
• One single level per
reference for Bought
Out Parts
FAU-S-PS-0002 / EN issue 02 46 / 60
User book details
Cycle time/Takt time

• See “Measurement of cycle time” document in Hoshin guidelines on PSE Net
MIFA
• MIFA is an analysis tool used to represent both material and information flows
(see “Material and Information Flows Analysis” guidelines in PSE Net)
• A relevant MIFA analysis includes a diagnostic, an action plan with targets
and objectives from an initial situation up to a targeted situation
WIP, BOP
• See definition of “FES Indicators Definitions” FAU-S-LS-1801
Action plan
• A relevant action plan lists activities with corresponding person responsible,
implementation timeframe, required resources (financial and human) and KPIs
Target organization for production control and leveling
• Expected level of details is developed in “Continuous Hoshin” methods in PSE Net
Material handling standard
• Description of handling organization for each part type comprising
– Target handling time and delivery time
– Target delivery routes and processes
• Handling manpower is standardized after analysis with methodologies described on PSE Net
Sequencer
• A sequencer is a physical support used to level logistics withdrawals
• Kanbans are used for truck consolidation at shipping area
• See definition on PSE Net
High runner variants
• Level 4 is reached when variants with highest rotation have been identified.
Definition is usually based on 80/20 rule but can be adapted to each site
FAU-S-PS-0002 / EN issue 02 47 / 60
PRODUCTION
Process overview


• Key standards
• Storage

• Flexibility


• Supervision
FAU-S-PS-0002 / EN issue 02 48 / 60
Road: Improve equipment efficiency PRODUCTION
Level description
Performance • TRS of equipment is not • TRS is recorded with • Breakdowns are • MTBF is followed in • TRS and pareto of 6
tracking known pareto of losses in recorded addition to breakdowns main losses is
some areas • Percent of breakdowns • Efficiency of action recorded by operators
is displayed for key plans is tracked and and is displayed on all
equipment displayed on the shop major equipment
floor
Improved • Machine stops • Some TPM workshops • Preventive maintenance • Most of the corrective • Operators are
reliability and represent >10% of have been launched instructions are defined maintenance is under involved to improve
maintenance production time • Some preventive from results of TPM the responsibility of reliability
• Maintenance is maintenance is done by workshops UAP manager • Machines stops are
corrective and done by operators • All level 1 maintenance • Level 2 maintenance is less than 1.5% of
centralized • Operators are trained is done by operators done by operators or production time
maintenance on level 1 maintenance team leaders • Preventive
• The 3 main breakdowns maintenance is 80% of
of the Pareto have been total maintenance
eradicated • Central maintenance
is focused on auditing
and sharing best
practice
Flexibility • It is not possible to • An action plan exists to • The load is • Some equipment is not • Amount of equipment
concentrate the current concentrate the concentrated on less used at all, as a in use is adjusted to
production on less production on less equipment consequence of load level
equipment equipment • Some equipment is fully concentration on other • Plant TRS is >85%
loaded in order to have equipment
greater availability of
other equipment
KPIs: TRS, percent of breakdowns, MTBF,

percent of preventive maintenance
FAU-S-PS-0002 / EN issue 02 49 / 60
Road: Improve equipment efficiency PRODUCTION
User book details
TRS
• See definition of “FES indicator Definitions” FAU-S-LS-1801
Machine stops
• Represents total hours in a day where a machine is stopped for maintenance or repairs divided by 24
MTBF, pareto analysis, levels 1, 2, 3 maintenance, TPM workshop

• See TPM methodologies in “Analysis of TRS-loss problems” in PSE Net
GAP (Autonomous Production or Service Groups)

• GAP is a team of 2 to 7 people on the same shift, assigned to means of production. A GAP possesses the means (which have been
negotiated) and skills necessary to fulfill formalized targets that have been assigned by its internal or external customer
• See “Organizing Human Aspects of Production” FAU-S-EE-1010 document in EE-Net
UAP (Autonomous Production Units)

• A UAP is an entity equipped with all the material and human resources necessary to satisfy customer requirements with respect to a
specific product line or family*. A UAP may group the equipment corresponding to a specific technology** and operate as the supplier
of an internal customer
• A UAP comprises 200 people maximum. It contains the support functions which a GAP requires to reach its objectives. (e.g. processes,
logistics, maintenance, quality, procurement)
• See FAU-S-EE-1010 document in EE-Net
* E.g. injection or stamping + assembly of a sub-system + final assembly

** E.g. extrusion, injection, machining workshop, etc.
FAU-S-PS-0002 / EN issue 02 50 / 60
PRODUCTION
Process overview


• Key standards
• Storage

• Flexibility


• Supervision
FAU-S-PS-0002 / EN issue 02 51 / 60
Road: Improve manpower efficiency PRODUCTION
Level description
Workstation • Operators are doing • Hoshin workshops are • Many Hoshin workshops • Hoshin is generalized • Non-value-added
efficiency useless work and wait conducted in some are conducted, led by and done several times operations are
around during areas, and led by production management at the same place minimized
production cycle specialists • Manufacturing • Challenge between • Variability of Cycle
engineers are familiar Cycle time and Takt time is less than 10%
with Hoshin time is a target for • Standardized Work is
• Cycle Time is much supervisors precisely define so
faster than TT (> 20%). that cycle time is very
close to TT (< 10%) at
every TT.
Flexible • Production line is • Manpower is based on • Manpower is based on • Team leaders work part • Assembly lines are
manpower line always running at Takt time calculation for Takt time calculation for time on production working at Takt time
fastest cycle time Hoshin workshops only most of the production lines in order to follow • Whatever the Takt
• If demand changes, but is not adjusted when cells Takt time time, the
production time customer demand • Some cells are working • Their work time is parts/person/hour
changes, but not cycle changes with different numbers completed by other ratio is constant
time of people according to activities (quality,
Takt time training, designing
corrective action plans,
etc.)
Continuous • Improvement comes • There is a PSE • A target is defined for • Every UAP manager has • The team leader and
improvement from equipment coordinator doing productivity a clear objective for team at shop floor
changes and workshops with some improvement in the plant manpower productivity level continuously
manufacturing production people through Hoshin improvement through improve efficiency
engineering changes workshop Hoshin activities through Kaizen
• Hoshins are activities
continuously improved
KPIs: Parts/person/hour, cycle time/Takt Time (at site level)
FAU-S-PS-0002 / EN issue 02 52 / 60
Road: Improve manpower efficiency PRODUCTION
User book details
Hoshin
• See Hoshin guidelines in PSE Net
• Variability ratio is defined in “Measurement of cycle time” in Hoshin guidelines in PSE-Net
Team Leader
• A Team Leader is an operator who, in addition to his/her functions, is appointed to play
a non-hierarchical leadership role
that is recognized by fellow GAP members
• He/she knows the workstations well, can contribute his/her experience to the Group,
and can steer the GAP towards its objectives.
The Team Leader’s work focuses on quality, production per se, operator training
and the improvement of performance
• See “Organizing Human Aspects of Production” FAU-S-EE-1010 document in PSE Net
Standard operations are

• Self-control procedure
• Production sequence (“Standardized work chart” – see PSE-Net and FAU-F-PSE-006)
• Standard operation form (see example page 44)
• Safety instructions
FAU-S-PS-0002 / EN issue 02 53 / 60
PRODUCTION
Process overview


• Key standards
• Storage

• Flexibility


• Supervision
FAU-S-PS-0002 / EN issue 02 54 / 60
Road: Use visual management PRODUCTION
Level description
Identification • It is not possible to • Some parts boards are • Parts boards are OK • KPIs are displayed at • Most of the KPIs
of know whether in place but they are • Some visual indicators are every production cell (quality, stocks,
abnormalities performance is not filled up correctly displayed on shop stock but few visual deadlines, production
correct at shop-floor thanks to Kanban system indicators exist for output, reliability…)
level • Visual indicators related to inventories are followed at shop-
• KPIs are tracked on quality are routinely used at floor level through
computer databases every production cell physical and visual
• Visual standards exist for indicators (Andon)
5S only
Facilitation of • Operators are not • There is a central • Parts boards clearly • Some visual devices • At shop-floor level, it
diagnostic informed of deviations display for scrap and indicate the main reasons are implemented to is everywhere
from key standards production for delay or scrap and are show if production line possible to see the
• It is very difficult to • Causes of losses are updated hourly is behind schedule root causes of
see if there is a not displayed • Operators can know the and/or quality is in underperformance in
deviation main quality defects hour line with the target terms of production
by hour and quality
Participation • When problems • Production people are • Operators are trained to • Team leaders are • Operators react as
by operators in occur, production involved in some understand visual involved 50% of their soon as there is a
corrective management calls the problem-solving indicators and alerts time in corrective or difference between
actions central functions to workshops, mostly • Team leaders have clear improvement actions standard and current
analyze and solve the managed by support targets for improvements situation
problems functions • To reach their targets, • They know
• Lost production is team leaders facilitate throughout the shift
caught up during continuous improvement whether overtime will
weekend workshop in every be necessary
production cell
KPIs: Percent of indicators updated daily by operators
FAU-S-PS-0002 / EN issue 02 55 / 60
Road: Use visual management PRODUCTION
User book details
Parts boards
• See “Parts board presentation” FAU-S-PS-003 in PSE-Net
KPIs
• Suggested KPIs (Key Performance Indicators) are described in the chapter on indicators
on Employee Empowerment Net
Andon
• Andon designates a set of luminous indicators
Key standards
• Designs target values of the production-related KPIs
• Standards are defined by the production site manager together with the operations manager
FAU-S-PS-0002 / EN issue 02 56 / 60
PRODUCTION
Process overview


• Key standards
• Storage

• Flexibility


• Supervision
FAU-S-PS-0002 / EN issue 02 57 / 60
Road: Implement control plan and ensure tracability PRODUCTION
Implement • The control plan • The control plan is • The control plan uses • A periodic review of • An internal product
control plan as includes some points updated progressively the Process FMEA as customer complaints and audit is carried out on
living to be checked. No link with customer main input. All Special requirements is done in vehicle conditions, and
document with Process FMEA complaints and internal Characteristics are order to update the identifies the risks of
Product Audits. mentioned Process FMEA and the customer
control plan. All process dissatisfaction in order
parameters influencing to update the control
the Special plan.
Characteristics are
identified. An action plan
exists to track the process
variation (Poka Yoke, SPC
charts …)
Reaction in • Operators make the • The supervisor is • The supervisor takes • Self inspection is • Operators stop the line
case of defect decision themselves to systematically informed containment measures operational on every key in case of defect.
inform the Gap leader. in the case of major within the shift period. workstation • Stops are recorded.
concern at final • Operators systematically
inspection. alert the Gap leader or
the supervisor in the case
of concern.
• The alert process is
clearly formalized.
FAU-S-PS-0002 / EN issue 02 58 / 60
Road: Implement control plan and ensure tracability PRODUCTION
Supervision • The Gap is informed • The Gap is informed • Operators are • Everyday the Gap leader • Each operator is
daily by the Gap daily by the Gap leader systematically and checks that operators periodically audited by
leader of the defects of the defects detected individually informed of apply the control plan. the Gap leader or the
detected by the at final inspection. the defects they have not • Il existe un plan de supervisor. An audit
customer. detected. surveillance du plan de planning is formalized.
Supervisor track team contrôle. • Decisions to train,
numbers performance. coach or move the
operators are
formalized.
Ensure • In some cases, there • In the majority cases, • If investigations needed • Traceability of • If investigations
tracability is a link between there is a link between on a "Risk Product", the component/products is needed on a "Risk
component/product component/product and size of batch to recall is ensured throughout the Product", the size of
and quality test quality test results. less than 1 production process. batch to recall is just
results. shift • There is a link between the concerned parts.
• If investigations • Standard processes and component/product, • Standard processes
needed on a "Risk equipments are defined machine set-up and and equipments are
Product", the size of to track the history of quality test results. fully
batch to recall is more parts clearly defines how implementeddefined to
than 1 day of traceability has to be follow the history of
producton managed. parts
• Audits periodically
check the application
of traceability
standards
Traceability definition (ISO 8402):

The ability to find the records, the usage and the emplacement of an item or an
activity, or similar items or activities, by means of registered identification
FAU-S-PS-0002 / EN issue 02 59 / 60
PRODUCTION
Definition of KPIs
Road: Implement auto-quality
PM scraps, PPM rework, customer PPM, Cpk

• See definition of FES indicators
Road: Improve JIT conditions (Just-in-time plant)

Lead time
• Is measured within the plant between incoming goods delivery and shipping of finished goods
• See definition in “Material and Information Flows Analysis” guidelines in PSE Net
Changeover time
• See definition of FES indicators
Road: Improve equipment efficiency
Percent of breakdowns, MTBF, percent of preventive maintenance

• See definition in “Analysis of TRS-loss problems” in TPM chapter of PSE Net
Road: Use visual management

Percent of indicators updated daily by operators
• Indicators in the measurement scope are those displayed on GAP’s indicators board
• See “GAP Indicators” in EE-Net
FAU-S-PS-0002 / EN issue 02 60 / 60

3 Production Roadmap

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Faurecia Excellence System

Scope: These roadmaps are applicable to all the Faurecia entities:

Author: Patrick Bikard / Christophe Schmitt

Date: 14 January, 2004

Objective of the last

Cancel and replace: Issue 01

List of documents linked

1 Industrial strategy Page 3

2 Production Control & Logistics Page 18

3 Production system efficiency Page 34

Processes Roadmaps Elements

Manage industrial footprint • Plant competence assessment.

Manage manufacturing processes • Process Development

Manage equipment and Tooling • Equipment identification and management

Level description 1/2

Element Level 1 Level 2 Level 3 Level 4 Level 5

Level description 2/2

Element Level 1 Level 2 Level 3 Level 4 Level 5

User book details

Processes Roadmaps Elements

Manage industrial footprint • Plant competence assessment.

Manage manufacturing processes • Process Development

Manage equipment and Tooling • Equipment identification and management

Element Level 1 Level 2 Level 3 Level 4 Level 5

KPIs: - Percent of competence with green status

User book details

Processes Roadmaps Elements

Manage industrial footprint • Plant competence assessment.

Manage manufacturing processes • Process Development

Manage equipment and Tooling • Equipment identification and management

Level description 1/2

Element Level 1 Level 2 Level 3 Level 4 Level 5

Level description 2/2

Element Level 1 Level 2 Level 3 Level 4 Level 5

Processes Roadmaps Elements

Manage industrial footprint • Plant competence assessment.

Manage manufacturing processes • Process Development

Manage equipment and Tooling • Equipment identification and management

Level description 1/2

Element Level 1 Level 2 Level 3 Level 4 Level 5

KPIs: - Percent of capable equipment , TRS

Level description 2/2

Element Level 1 Level 2 Level 3 Level 4 Level 5

User book details

Equipment & Tooling

Equipment and Tooling database

Convergence plan: see above

FMEA (Failure Mode Effects Analysis), Criticality

PMT (Middle Term Plan)

1 Industrial strategy Page 3

2 Production Control & Logistics Page 18

3 Production system efficiency Page 34

Processes Roadmaps Elements

PC & L Monitor external flows • External MIFA

Control information flows • Information flow characteristics

Control material flows • Delivery frequency.

Element Level 1 Level 2 Level 3 Level 4 Level 5

KPIs: -PC & L lead time [unit: days of stock]

User book details 1/2

External MIFA (Material and Information Flow Analysis)

DE WITTE - MIFA 167W du 25/09/01

planning: 3j de ferme Logistique

lundi et tissu coupé camion