Muda Hunting Project Through The DMAIC Approach

Dedication
It is with immense pleasure that I dedicate this report to those that mean the most to me:
To my dear mother Amel for the support and encouragement that she dedicated to me.
To my dear father Mohamed with my deep gratitude and my sincere appreciation for his
sacrifices.
A tender thought to my grandmother may God grant her all his mercies.
To my dear uncles, aunts, my dear cousins, to the whole family.
To my lifelong friends, in remembrance of our sincere and deep friendship and the nice times
we spent together, especially to my friend Ferdaws for her patience and humble contribution
to my project.
Syrine Mensi
Syrine Mensi i
Acknowledgments
I would like to thank the LEONI Menzel Hayet company for supporting me during my
internship and for providing me with the necessary conditions for the realization of my End of
Studies project, which I hope would represent a remarkable head start for my career.
I would like to thank and express my gratitude to my academic supervisor, Ms. Lamis Allégue,
for the quality of her supervision, her encouragement, her directives as well as her valuable
comments and advice that guided me along this project.
I express the greatest respect to my industrial supervisor, Mr. Abderrahman Aissa at LEONI
Manzel-Hayet for his supervision and advice that enabled me to carry out my end-of-study
project.
I would also like to thank his entire team, the AV AUDI segment for the friendly atmosphere
they have helped to maintain, the good times spent in their company and their good spirits.
My heartfelt thanks go to the entire PE service team and Mr. Hassen Dhouib, for his support
and contribution for easy information-access.
All my gratitude goes to Mr. Khaled HadjYoussef who gave me the great honor to preside
over the evaluation jury for this work.
It is with pleasure that I express my deep respect to Mr. Mihed Ben Said, who was kind to be
among the jury supervising my end-of-studies project.
I would also like to thank all my professors and all the teaching staff at ENIM for their efforts
to provide us with solid training in the specialty of Mechanical Production within the
Professional Master's degree.
Syrine Mensi ii
Summary
Dedication ............................................................................................................................... i
Acknowledgments .................................................................................................................. ii
Figures List ............................................................................................................................ vi
Tables List ............................................................................................................................. xi
Acronyms LIST .................................................................................................................... xii
General Introduction .............................................................................................................. 1
Chapter I: Presentation of The Company
I.1 Introduction: ................................................................................................................... 3
I.2 Presentation of the Company: ........................................................................................ 3
I.2.1 Presentation of the LEONI Tunisia Group: ............................................................. 3
I.2.2 LEONI's Sites in Tunisia : ....................................................................................... 3
I.2.3 LEONI Tunisia's Certifications : ............................................................................. 3
I.2.4 LEONI Manzel Hayet : ........................................................................................... 4
I.2.5 Mission of LEONI Menzel Hayet: .......................................................................... 4
I.2.6 Organisation of the Site : ......................................................................................... 5
I.2.7 LEONI's Suppliers : ................................................................................................ 7
I.2.8 LEONI’s Customer : ............................................................................................... 7
I.2.9 LEONI Products : .................................................................................................... 7
I.3 Description of the production process: ........................................................................... 8
I.3.1 Definition of wiring : ............................................................................................... 8
I.3.2 The components of the automotive Cable: .............................................................. 9
I.3.3 General production Process : ................................................................................... 9
I.4 Mission & framework: ................................................................................................. 13
I.4.1 Project Scope : ....................................................................................................... 13
I.4.2 Project planning: ................................................................................................... 14
I.5 Conclusion .................................................................................................................... 15
Chapter 2 : Bibliographical Research
II.1 Introduction ................................................................................................................ 17
II.2 Definition of lean manufacturing: ............................................................................... 17
II.3 The Principles of Lean Manufacturing: ...................................................................... 17
II.4 The type of manufacturing wastes: ............................................................................. 18
II.5 DMAIC approach ........................................................................................................ 18
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II.5.1 Define: .................................................................................................................. 18
II.5.2 Measure: ............................................................................................................... 19
II.5.3 Analysis : ............................................................................................................. 19
II.5.4 Improve: ............................................................................................................... 19
II.5.5 Control: ................................................................................................................ 19
II.6 Lean manufacturing tools: .......................................................................................... 19
II.6.1 5S Methodology: .................................................................................................. 19
II.6.2 Visual management: ............................................................................................. 20
II.6.3 Value Stream Mapping (VSM): ........................................................................... 20
II.6.4 Single-Minute Exchange of Die (SMED): ........................................................... 21
II.6.5 KAIZEN philosophy: ........................................................................................... 21
II.6.6 Spaghetti Diagram: .............................................................................................. 22
II.7 Conclusion: ................................................................................................................. 22
Chapter III: Study and Analysis of The Existing
III.1 Introduction: .............................................................................................................. 24
III.2 DMAIC approach definition: .................................................................................... 24
III.2.1 Define ................................................................................................................. 24
III.2.2 Measure : ............................................................................................................ 25
III.2.3 Analyze: .............................................................................................................. 30
III.3 Conclusion: ................................................................................................................ 70
Chapter IV : Implementation of The Improvement Actions
IV.1 Introduction: .............................................................................................................. 72
IV.2 VSM: Improvement Actions: .................................................................................... 72
IV.2.1 Optimization of USS: ......................................................................................... 72
IV.2.2 Control USS: ...................................................................................................... 77
IV.2.3 Optimization of the assembly line: ..................................................................... 77
IV.2.4 Optimization of ECT: ......................................................................................... 83
IV.2.5 Optimization of the LVIR Repair Process: ........................................................ 84
IV.3 KFT Waste improvement: ......................................................................................... 85
IV.3.1 KFT PDCA diagram:.......................................................................................... 85
IV.3.2 Optimization of KFT support: ............................................................................ 86
IV.3.3 Optimized KFT FA: ........................................................................................... 87
IV.3.4 Collect of Secondary KFT Lock: ....................................................................... 88
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IV.3.5 Optimize the Lock: ............................................................................................. 89
IV.4 Schirm Waste improvement: ..................................................................................... 89
IV.4.1 Schirm PDCA diagram:...................................................................................... 89
IV.4.2 Optimization of the cup : .................................................................................... 90
IV.4.3 Optimize tape application:.................................................................................. 92
IV.4.4 Changing the section of the Schirm cable: ......................................................... 93
IV.4.5 Reverse wire threats: .......................................................................................... 93
IV.5 Control KFT and Schirm scrap: ................................................................................ 96
IV.6 OEE% improvement: ................................................................................................ 97
IV.6.1 OEE PDCA: ....................................................................................................... 97
IV.6.2 Storage ticket current state: ................................................................................ 98
IV.7 SMED site improvement: .......................................................................................... 99
IV.8 Conclusion: .............................................................................................................. 104
References .......................................................................................................................... 107
Annex ................................................................................................................................. 110
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Figures List
Figure I.2-1: LEONI Tunisia Certifications ............................................................................. 4
Figure I.2-2 : Different types of wiring ................................................................................... 4
Figure I.2-3: LEONI Organization Chart .................................................................................. 5
Figure I.2-4: The customers of LEONI Menzel Hayet ............................................................. 7
Figure I.3-1: Location of the cables in the car ......................................................................... 8
Figure I.3-2: Example of an automotive wiring ....................................................................... 9
Figure I.3-3: Wiring production process ................................................................................... 9
Figure I.3-4: Import Warehouse ............................................................................................... 9
Figure I.3-5: Cutting Station ................................................................................................... 10
Figure I.3-6: Pagoda................................................................................................................ 10
Figure I.3-7 : VKF station ....................................................................................................... 11
Figure I.3-8: Assembly line .................................................................................................... 11
Figure I.3-9: BAK station ....................................................................................................... 12
Figure I.3-10 : ETC station ..................................................................................................... 12
Figure I.3-11 : RFA station ..................................................................................................... 12
Figure I.3-12 : Q-gate station .................................................................................................. 13
Figure I.3-13 : Packaging ........................................................................................................ 13
Figure II.4-1: Three types of manufacturing wastes .............................................................. 18
Figure II.6-1: The three major phases of SMED system ...................................................... 21
Figure III.2-1: SWOT Analysis diagram ................................................................................ 25
Figure III.2-2 : Q4 e-Tron AUDI ........................................................................................... 26
Figure III.2-3: AUDI segment ................................................................................................ 26
Figure III.2-4: Detailed layout of the Audi line3.................................................................... 26
Figure III.2-5:February Audi Downtime tracking .................................................................. 27
Figure III.2-6 : Downtime causes in Audi Assembly Area .................................................... 28
Figure III.2-7: Current VSM of AUDI segment ..................................................................... 29
Figure III.2-8 : The Layout USS JIT Pre-assembly line ........................................................ 30
Figure III.2-9 : USS Station.................................................................................................... 31
Figure III.2-10 : Shelf wires USS station ............................................................................... 31
Figure III.2-11 : Fishbone Diagram of USS. .......................................................................... 32
Figure III.2-12 : QR Code location ....................................................................................... 34
Figure III.2-13 : Printer location ............................................................................................ 34
Figure III.2-14 : unsuitable USS Computer Station ............................................................... 35
Figure III.2-15 : ISU1001 station display............................................................................... 36
Figure III.2-16 : Extra Ticket ................................................................................................. 36
Figure III.2-17 : Current state of the USS Shelf Station ........................................................ 37
Figure III.2-18 : Visual management board current state....................................................... 37
Figure III.2-19 : Distribution of operations ............................................................................ 38
Figure III.2-20 : Major problems of FA ................................................................................. 39
Figure III.2-21: Current Auftrag placement ........................................................................... 39
Figure III.2-22 : The current state of the support ................................................................... 39
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Figure III.2-23 : LVIR Scrap division in € by Segment in February ..................................... 40
Figure III.2-24 : The bags for the E-box protection ............................................................... 40
Figure III.2-25 : The position status of the LVIR bag ............................................................ 41
Figure III.2-26: Non-optimal SP SWA-F/SP SWA-BF coiling method ................................ 41
Figure III.2-27 : SIPOC lean tools ......................................................................................... 42
Figure III.2-28 : Spaghetti diagram of ECT ........................................................................... 42
Figure III.2-29 : Bad accessory location ................................................................................ 43
Figure III.2-30 : Electrical Control Table ............................................................................... 44
Figure III.2-31: Fuse mounting station ................................................................................... 44
Figure III.2-32 : Camera station ............................................................................................. 44
Figure III.2-33 : LVIR without fuses and relays .................................................................... 44
Figure III.2-34 : LVIR with fuses and relays ......................................................................... 44
Figure III.2-35 : The lost costs in € of EBOX repair.............................................................. 45
Figure III.2-36 : (a) Fuses and relays scraps; (b) Disassembly tools of fuses ........................ 45
Figure III.2-37: Family of scrap ............................................................................................ 48
Figure III.2-38 : Distribution of scraps in € per segment ....................................................... 48
Figure III.2-39 : Fishbone diagram of KFT SCRAP .............................................................. 49
Figure III.2-40: The actual state of KFTs support .................................................................. 51
Figure III.2-41: KSK after bandage phase ............................................................................. 51
Figure III.2-42 : Examples of KFT damage ........................................................................... 52
Figure III.2-43 : ISHIKAWA diagram of the KFT support ................................................... 52
Figure III.2-44 : “P00787598” KFT high scarp ..................................................................... 52
Figure III.2-45 : The Rework area .......................................................................................... 53
Figure III.2-46 : Secondary lock of KFT ................................................................................ 53
Figure III.2-47: SIPOC Diagram ............................................................................................ 54
Figure III.2-48 : Fishbone diagram of SLTG SCRAP ........................................................... 55
Figure III.2-49 : Cup fixed on the wires ................................................................................. 56
Figure III.2-50 : Non-optimal protective cup removal method .............................................. 57
Figure III.2-51 : Stretched insulating wires ............................................................................ 57
Figure III.2-52 : Examples of damaging cups of protection................................................... 57
Figure III.2-53 : Tesa Flex...................................................................................................... 58
Figure III.2-54 : Tesa Flex on the support .............................................................................. 58
Figure III.2-55 : Not compliant method of the Protection tape .............................................. 58
Figure III.2-56 : Vertical cut of Kromberg & LEONI Kabel products .................................. 59
Figure III.2-57 : Vertical cut of Schubert products ................................................................ 59
Figure III.2-58 : Kromberg & Schubert product manual unsheathed..................................... 59
Figure III.2-59 : LEONI Kabel product manual unsheathed .................................................. 59
Figure III.2-60 : Schirm assembly Steps ................................................................................ 60
Figure III.2-61 : OEE calculation .......................................................................................... 60
Figure III.2-62 : All time ........................................................................................................ 61
Figure III.2-63 : Planned production time .............................................................................. 61
Figure III.2-64 : OEE Availability ......................................................................................... 61
Figure III.2-65 : Run Time ..................................................................................................... 61
Figure III.2-66 : OEE Performance ........................................................................................ 61
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Figure III.2-67 : Net Run Time .............................................................................................. 62
Figure III.2-68 : OEE Quality ................................................................................................ 62
Figure III.2-69 : Types of beams manufactured ..................................................................... 64
Figure III.2-70 : Current OEE factors state and their Targets ................................................ 64
Figure III.2-71 : Downtime of the cutting area for the first wave 2022 ................................. 65
Figure III.2-72 : OEE Fishbone diagram ................................................................................ 65
Figure III.2-73 : Non-optimal tickets ..................................................................................... 67
Figure III.2-74 : Different root causes of the scanning issue ................................................. 68
Figure IV.2-1 : Optimal dimensions for the printer implementation ...................................... 73
Figure IV.2-2 : Sufficient daylight.......................................................................................... 74
Figure IV.2-3 : Instructions for workstation creation ............................................................. 74
Figure IV.2-4 : New concept of the QR Code label ............................................................... 74
Figure IV.2-5 : Optimization of SP display on the USS station screen .................................. 75
Figure IV.2-6 : USS post organization according to 5S method ............................................ 76
Figure IV.2-7 : Optimized USS visual management .............................................................. 77
Figure IV.2-8 : Workstation optimization percentage from KW8 to KW22 .......................... 77
Figure IV.2-9 : Optimal coiling method for SP (SWA-F /SWA-BF) ..................................... 78
Figure IV.2-10 : Support Auftrag optimal .............................................................................. 78
Figure IV.2-11 : The current bags support .............................................................................. 79
Figure IV.2-12 : Operator positions ........................................................................................ 79
Figure IV.2-13 : A standardized support, well-defined position in the assembly line layout 80
Figure IV.2-14 : Position of the support in the assembly line ................................................ 80
Figure IV.2-15 : Agreed Suggestion on hold .......................................................................... 81
Figure IV.2-16 : Performance during working hours ............................................................. 81
Figure IV.2-17 : Actual FA ..................................................................................................... 81
Figure IV.2-18 : FA with secondary lock of SITZBF-2 close ................................................ 81
Figure IV.2-19 : FA with an opening for the secondary lock ................................................. 81
Figure IV.2-21: FA more convenient to the assembly ............................................................ 82
Figure IV.2-22 : Operators in the workplace .......................................................................... 83
Figure IV.2-23 : Accessories attached Support with Kaba inside the ECT ............................ 83
Figure IV.2-24 : Accessory support description: (a) from the existing; (b) new concept ...... 83
Figure IV.2-25 : New layout of the table ................................................................................ 84
Figure IV.2-26 : Test machine of fuses and relays ................................................................. 84
Figure IV.2-27 : Separation of good and defected pieces ....................................................... 84
Figure IV.3-1 : Optimized KFT support ................................................................................. 87
Figure IV.3-2 : The in and out motion from the FA ............................................................... 87
Figure IV.3-3 : KFT recovery Gain ........................................................................................ 88
Figure IV.3-4 : The P00696342 lock ...................................................................................... 89
Figure IV.4-2 : Replacement of Gummi by scratch ................................................................ 91
Figure IV.4-3 : Change the shape and material of the protective cap ..................................... 92
Figure IV.4-4 : Visual Aid for holding socket white .............................................................. 93
Figure IV.4-5 : Optimal position for our new post in the assembly layout INR AUDI .......... 94
Figure IV.6-1 : Six Big Losses ............................................................................................... 97
Figure IV.6-2 : Supply chain .................................................................................................. 98
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Figure IV.6-3 : Examples of suitable barcodes ....................................................................... 99
Figure IV.6-4 : Another solution of barcodes ......................................................................... 99
Figure IV.6-5 : Datamatrix Code ............................................................................................ 99
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Tables List
Table I.2-1 : LEONI's main suppliers ....................................................................................... 7
Table I.4-1: Project Card ......................................................................................................... 14
Table I.4-2 : Project Schedule: GANTT. ................................................................................ 15
Table II.6-1 : The 5 steps. ....................................................................................................... 20
Table III.2-1: The 5W2H of the site. ...................................................................................... 24
Table III.2-2: Production line ................................................................................................. 27
Table III.2-3 : 5 why technique .............................................................................................. 33
Table III.2-4 : Diagram details of ECT .................................................................................. 43
Table III.2-5: Current state KPI .............................................................................................. 47
Table III.2-6 : TOP 5 SCRAP INR-AUDI ............................................................................. 47
Table III.2-7: Root cause Table 5W ....................................................................................... 50
Table III.2-8 : Stufnummer of the KFT of the current support .............................................. 51
Table III.2-9 : Schirm wastes.................................................................................................. 55
Table III.2-10 : PDCA results ................................................................................................. 55
Table III.2-11: Operations performed in the cutting area ....................................................... 63
Table III.2-12 : Machines in the cutting area ......................................................................... 63
Table III.2-13 : OEE% PDCA. ............................................................................................... 66
Table III.2-14 : Examples of the worst combination of barcode color. .................................. 67
Table III.2-15 : Data funded after simulation in cutting area ................................................. 68
Table III.2-16 : CTQ tree diagram. ......................................................................................... 69
Table III.2-17 : SIPOC diagram. ............................................................................................ 69
Table III.2-18 : The rate of the different type of process per machine. .................................. 70
Table IV.2-1 : Optimization of USS ....................................................................................... 72
Table IV.2-2 : Dimensions for an ergonomic workstation ..................................................... 73
Table IV.2-3 : Profits calculation. ........................................................................................... 75
Table IV.2-4 : USS + AKL ..................................................................................................... 76
Table IV.2-5 : Profits calculation ............................................................................................ 78
Table IV.3-1 : The KFT Scrap action plan ............................................................................. 85
Table IV.3-2 : Frequency of every component ....................................................................... 87
Table IV.3-3 : Repair scrap KFT steps ................................................................................... 88
Table IV.4-1 : The Schirm wiring PDCA diagram ................................................................. 89
Table IV.4-2 : Method of fixing the protection tape ............................................................... 92
Table IV.4-3 : Optimal choice of the location ........................................................................ 94
Table IV.4-4 : Detailed process of the Schirm ........................................................................ 95
Table IV.4-5 : Return on investment study ............................................................................. 96
Table IV.5-1 : TOP 5 Scrap INR-Audi in May. ...................................................................... 96
Table IV.6-1 : OEE PDCA : ................................................................................................... 97
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Acronyms LIST
EBIT: Earnings before interest and taxes, is an indicator of a company's profitability
FY: Financial Year, Fiscal Year
MEB: Modular Electric drive matrix
KSK: Knuden Spezifischer Kabelsatg: German abbreviation, means Costumer Specific
Wiring Harnesses
MR: Motorraum: Motor wiring
IR: Innenraum: Intern wiring
FIFO: First In First Out.
LT: Lead Time
VSM: Value Stream Mapping
VM: Visual Management
IE: Industrial Engineering
BAK: Assembly control clips
Tesa: Adhesive tape
KW, CW: Kalenderwoche, Calendar Week
PDCA: Plan Do Check Act
PPM: Part Per Million
TC: Cycle Time
VKF: Vorkonfektioniert, pre-made
Tulle: Grommet
Trolley: Trolley for wiring
Schelf: Shelf for wires
MUDA: Waste of time or material while carrying out a task.
SP: Splice
ECT: Electrical Control table
KPI: Key Performance Indicator
Pagoda: Storage racks for semi-finished products
Q-Gate: Quality wall
TT: Takt Time
USS: Ultrasonic Welding
VGZ: Wiring manufacturing time
BAK: Clip Editing Control
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5W2H: Who, What, When, Where, Why, How, How much
DMAIC: Define, Measure, Analyze, Improve, Control
SIPOC: Supplier, Input, Process, Output, Customer
SMED: Single Minute Exchange of Die
PDEK: Technical logbook
CTQ: Critical to quality
CXC: Crimp to Crimp
CXS: Crimp to Seal
SXS: Seal to Seal
Auftrag: The KSK configuration
Mensi Syrine xii

Muda Hunting through the DMAIC Approach General Introduction
General Introduction
The automotive market is experiencing an increase in competition. As a result, companies are
continuously improving their production processes to meet the needs of increasingly demanding
customers. Thus, they move towards Just in Time while ensuring the quality of the products
with an optimum cost.
In this optimization orientation, LEONI launches scientific improvement and innovation

initiatives aimed at being a leader in its field. It can no longer ignore certain sources of
performance such as the availability of machines and tools and the elimination of any source of
waste in its production activities by applying Lean Manufacturing tools.
In this context, our end-of-study internship entitled "Muda hunting Site according to the
DMAIC Approach" aims to seek and eliminate or reduce all kinds of waste and non-added
values to ensure customer requirements in quality and quantity within the requested deadlines
by following performance indicators (KPIs). This internship was carried out with the industrial
collaboration of the company LEONI Manzel Hayet, Monastir, Tunisia, which specialized in
the manufacture of cables for electric cars.
This work is mainly structured around the following chapters:
The first chapter is devoted to the presentation of the host company: its services, its organization
and its fields of activity and secondly the framework and the context of the project by presenting
the problem.
The second chapter will focus on the bibliographic research of the Lean Manufacturing concept
by addressing its principles and tools related to this project.
The third chapter will be dedicated to the diagnosis of the existing situation. We illustrate the
choice of the pilot line on which we will conduct our indicator improvement study, then we will
present it using VSM (Value Stream Mapping) cartography. Subsequently, we will analyze the
SCRAP indicator by applying some diagnostic tools and Lean Manufacturing. Finally, we will
establish an action plan based on the problems identified.
The last chapter will focus on the implementation of the previous actions.
Finally, we will close the report with a general conclusion and give some perspectives on the
state of improvement that we have reached.
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Muda Hunting through the DMAIC Approach Chapter I: Presentation of The Company
Chapter I :
Presentation of The
Company
Mensi Syrine 2
I.1 Introduction:
The LEONI Group is a German company that is based in Nuremberg (Germany), was founded
in 1917 with a total workforce of approximately 100,000 people in 30 countries and
consolidated sales of 4.1 billion euros in 2020. The first chapter is dedicated to the general
presentation of the company LEONI Tunisia Group, where I did my end-of-study project for
the 2nd year of Mastech focusing on the different sites in Tunisia and in particular the new site
in Monastir LEONI Menzel Hayet while revealing its activities, its supplier, its customers and
its production process. Then, we will define the framework of the project on which we worked
and ensure its smooth running.
I.2 Presentation of the Company:
I.2.1 Presentation of the LEONI Tunisia Group:
Following the contained growth of the production in terms of volume, quantity and quality, the
LEONI AG group, the German giant in the automotive sector, choose Tunisia to found its first
site in October 1977 in " Thrayet " with an area of 500 m² and 30 workers. LEONI TUNISIE
SARL (LTN) [1] is a limited liability company, multinational, non-resident, totally exporting
and specialized in the manufacturing of electronic and electric cable harnesses for the
automotive industry under acute competition from DRAXEXLMAIER, Delphi, YAZAKI and
Sumitomo.
I.2.2 LEONI's Sites in Tunisia :
LTN [2] has evolved from a small unit installed in the commercial area Thrayet (Sousse) into
six mega-production sites the last of which was inaugurated in Menzel Hayet in 2018. Today,
LEONI is ranked at the top of private employers in Tunisia with about 20 000 employees 100%
Tunisian and working in the various national sites of the group.
I.2.3 LEONI Tunisia's Certifications :
As Leoni Tunisia [3] is a leader with a recognized brand image in the field of automotive wiring,
the acquisition of international certifications is a priority to improve efficiency at all levels of
the organization, operational, managerial and of course to be able to meet the requirements of
stakeholders including gaining the trust of its customers.
LEONI has adopted according to figure I.2-1, ISO certification, as described below:
• ISO 9001, for the quality management system,
• ISO 14001, for the environmental management system,
Mensi Syrine 3
• ISO/TS 16949 in conjunction with ISO 9001 for applications associated with the automotive
sector in particular.
Figure I.2-1: LEONI Tunisia Certifications [4]

I.2.4 LEONI Manzel Hayet :
On May 2nd, 2018, the German group invested 44 billion euros for the installation of a new site
in Manzel Hayet in Monastir governorate [5] with a location of 100.000 m² near the highway
for the absence of competition in this region besides the accessibility to workers. In October
2018, this site entered the project phase and started the production of purely electrical wiring
prototypes before it will start serial production in September 2019. This site provides 5,000
employees in early 2020 for the benefit of the inhabitants of Mahdia, Sousse and Monastir.
I.2.5 Mission of LEONI Menzel Hayet:
The German founder group has invested in Menzel Hayet [6] for a new project called
"MEBKSK", based on the production of 100% electric car wiring. This project allows the
LEONI group to improve its potential on the market of electric cars which are becoming a trend
in the automotive industry due to the numerous advantages of these cars in terms of energy
consumption, environmental protection, etc.
At present, LMH produces the following four types of wiring shown in the figure I.2-2, intended
only for the Volkswagen brand (NEO, ASSUVE) which brought out its first electric cars in
2020:
➢ Innenraum KSK (car interior),
➢ Motorraum KSK or Engine KSK (engine wiring),
➢ Frame KSK,
➢ Doors KSK (front and rear doors).
Figure I.2-2 : Different types of wiring [7]
Mensi Syrine 4
I.2.6 Organisation of the Site :

LEONI MANZEL HAYET is a company with a divisional structure. It has 8 departments
shown in figure I.2-3 in detail that cooperate to achieve common goals.
Figure I.2-3: LEONI Organization Chart

I.2.6.1 Opex Department:
To face arising competition, the company proposed an Opex system (Operational excellence
Manager). This system aims to improve productivity in terms of increasing performance,
minimizing waste, increasing added value and reducing cost. The Opex system provides twelve
elements: teamwork, continuous improvement process, visualization, workplace organization,
goal alignment, quality system, on-site improvement process, working time flexibility,
compensation, downtime optimization, material procurement and audit system.
I.2.6.2 Production Department:
This department guarantees the smooth running of production by ensuring customer satisfaction
in terms of quantity and quality while respecting schedules.
I.2.6.3 Engineering Department:
This department is composed of the following three services:
➢ the Ratio Service (IE) oversees the working methods and rules.
➢ the Study Service (SE: Serienent Entwicklung) is dedicated to the analysis of the
drawings of the automotive wiring.
Mensi Syrine 5
➢ the Development Service (AV: Arbeits Vorbereitung) is specialized to conduct the

necessary studies for new products.
I.2.6.4 Quality Department:
It is one of the most important departments of LTN. Its role is to minimize defects in all
production processes and to improve quality to meet the needs of customers.
This department uses multiple analysis tools to determine the root causes of defects and propose
effective solutions.
To ensure compliance with standards, quality control is divided into three stages:
➢ Raw material control,
➢ Control of products during production,
➢ Control of finished products
I.2.6.5 Logistics Department:
This department manages the internal and external physical flows by ensuring the stock levels
in the company, monitoring delivery times, managing forecasts and reducing storage and
routing costs.
I.2.6.6 Financial Department:
This department plays a role in preparing the balance sheet, researching the profitability of
actions and making strategic decisions. It is responsible for managing risk through the
verification of legal procedures and knowledge of the company's economic context.
I.2.6.7 Technical Department:
This department is responsible for performing preventive and corrective maintenance of the
company’s equipments. It is responsible for carrying out different tasks to avoid production
stoppages. Among these tasks we can mention:
➢ Repairing and maintaining machinery.
➢ Modification and improvement of electrical control tables.
➢ Planning and controling of preventive measures.
➢ Evaluation of documents and calculation of costs.
I.2.6.8 HR Department:
This department aims to maintain a good working climate and leads positive discussions with
the personnel committee. It manages the company's personnel management and the study of
recruitment needs.
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I.2.6.9 Production Department:

I.2.7 LEONI's Suppliers :
The automotive wiring [8] consists not only of wires but also of components and adhesive tapes.
The following Table I.2-1 shows the different LEONI suppliers.
Table I.2-1 : LEONI's main suppliers
I.2.8 LEONI’s Customer :

Since the company LEONI Menzel Hayet is dedicated to the production of 100% electric
automotive wiring, the customer in figure I.2-4 corresponding to the associated products of the
project is the German car manufacturer Volkswagen with its three products linked to the brand:
Neo, Assuve and AUDI.
Figure I.2-4: The customers of LEONI Menzel Hayet

I.2.9 LEONI Products :
The main product of LEONI Tunisia [9] is the vehicle harness. This harness connects various
electrical components to provide the necessary functions of the vehicle, such as engine wiring,
Mensi Syrine 7
brake wiring and ignition wiring. It can even be replaced for a single category depending on the
different variants of the vehicle’s accessories.
I.3 Description of the production process:
Leoni Menzel Hayat is a company that specialized in the production of electrical wiring for the
automotive sector.
I.3.1 Definition of wiring :
The wiring of a vehicle [10] is a bundle made up of the electrical wires of the staples, the boxes,
the rings, the seals, the terminals and the adhesive tapes. It provides electrical power to the
vehicle components and ensures the flow of information between the different components as
well as its good electrical and electronic functions.
Since the complete wiring of the car is very complicated, LEONI produces, according to the
customer's request, cable assemblies in such a way as to divide them into sub-assemblies
interconnected by special plugs to facilitate the process. we note:
✓ Engine wiring,
✓ Roof wiring,
✓ Wiring of the four doors,
✓ Wiring on Main Body "INNENRAUM",
✓ Body wiring.
Figure I.3-1 shows the different places of cables in the car
Roof
Doors
Main Body
Body
Engine
Figure I.3-1: Location of the cables in the car [11]
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I.3.2 The components of the automotive Cable:

The electric cables [12], as shown in figure I.3-2, used in automobiles are made of twisted
copper strands and thermoplastic insulation. These electrical cables are placed next to each
other, in a sheath or by wrapping, to form the vehicle’s electrical harness.
Figure I.3-2: Example of an automotive wiring [13]

I.3.3 General production Process :
Like any product, figure I.3-3 shows the several steps that go through to have electrical wiring
before it is ready for delivery to the customer.
Figure I.3-3: Wiring production process

I.3.3.1 Import Warehouse:
The warehouse shown in the figure I.3-4 takes care of the reception of the wires and
components, their scanning, their control and their storage. In it the raw material goes through
two controls to ensure the quality of the supplier:
Figure I.3-4: Import Warehouse
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➢ 100% Quantitative Control: this is the control at the reception of the raw material
➢ Qualitative Control: it is the control by sampling which size is equal to five after a
defined period.
Thus, the warehouse is in charge of the management and distribution of materials according to
the FIFO method to guarantee efficient and effective stock management while ensuring the
verification of the import documents.
I.3.3.2 Cutting:
This is the first phase of electrical cable production. It serves to cut the wires according to
lengths, to draw, to crimp and to twist some specified wires are done using the automated
machines shown in the figure I.3-5.
Figure I.3-5: Cutting Station

I.3.3.3 Wire Warehouse (Pagoda):
After the cutting process, the wires are moved to a storage location called Pagoda shown in the
figure I.3-6 which is managed by the FIFO principle.
Figure I.3-6: Pagoda

I.3.3.4 The Pre-confection (VKF) station:
In this area, according to figure I.3-7 the wires pass through complementary operations
according to several types of stations such as:
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➢ Semi-automatic Crimping:
Is done for large wires compared to crimped wires in the cut in manual presses.
➢ Ultrasonic welding (USS):
This operation consists of welding several wires together using an ultrasonic vibration
technique, then protecting the welded area with a bandage called AKL.
➢ Shrinkage (Dryer):
This is the station where the operator adds protection to the end of the cable either with AKL
or Schremfschlauch after the coiling of the SPs, the snapping of a few wires and sockets then
the cable is checked on a test bench to ensure the cable's combination tightness.
Figure I.3-7 : VKF station

I.3.3.5 Assembly:
This is the most complicated operation. It requires most members of the assembly line group to
assemble the various wires that come from the cutting area and the VKF area with the necessary
components (sockets, staples, tube, bandage, etc.) on a well-defined number of fixed boards
called Brett or rolling boards called carousel until the finished wiring is made shown in the
figure I.3-8. The cable in the assembly area is called a JIT (Just In Time) product because of
the variety of specifications and characteristics of the cabling requested by the customer, which
is developed and prepared by the engineering department and more precisely the AV
department.
Figure I.3-8: Assembly line
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I.3.3.6 BAK:
After assembly, the cable passes to the first control process. This is the clip presence test, figure
I.3-9, where we check all the components of the wiring cable.
Figure I.3-9: BAK station

I.3.3.7 Electrical Control Table (ETC):
This is the second stage of control, where the wiring passes to the electrical control tables
according to figure I.3-10 to check the electrical continuity and ensure the good quality of the
product.
Figure I.3-10 : ETC station

I.3.3.8 RFA:
In this step, figure I.3-11, we have the assembly and test the fuses of the wiring using control
by the camera.
Figure I.3-11 : RFA station
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I.3.3.9 Q-Gate:
It is also called wall quality control. This station, figure I.3-12, is responsible for visual and
manual verification of the wiring before packaging.
Figure I.3-12 : Q-gate station

I.3.3.10 Packaging:
Once the three control steps are validated, the cabling moves to the packaging process to be
packed and shipped to the export warehouse shown in the figure I.3-13.
Figure I.3-13 : Packaging

I.3.3.11 Export warehouse:
This is where each assembly area delivers its packaged product from the wiring part
(Innenraum, Motorraum, Chassis and Doors) and then the four parts are combined according to
their references. Finally, the finished product is stored and sold to the customer.
I.4 Mission & framework:
I.4.1 Project Scope :
As part of continuous improvement, the engineering department of plant INR AUDI MH2
has launched a three-month project in the assembly segment and the cutting area under the title
“MUDA hunting site with DMAIC approach”. This line carries out the assembly of purely
electrical wiring for the AUDI customer who is a demanding customer in terms of costs, time
Mensi Syrine 13
and quality. The engineering service collaborates with the other services to solve these problems
in the sense of eliminating waste and organizing the line in order to achieve objective scrap
equals 55% and OEE equals 47% at the end of this training.
Table I.4-1: Project Card
Project Card
Project Title Muda Hunting Site with DMAIC approach
Problem Company KPI's are low
1. Define the performance indicators to improve study and diagnose the current
production process.
2. Analyze the current situation through Pareto quality tools, Ishikawa diagram,
5P.
3. Carry out KAIZEN projects to eliminate root causes.
4. Conduct a study, propose solutions and implement the solution(s) selected for.
Project tasks 5. Increase workshop productivity while remaining sensitive to workstation

ergonomics.
6. Update technical documentation with previously defined work standards.
7. Develop specifications, build an action plan and ensure its implementation
and achievement.
8. Control and put in place the actions necessary to achieve the objectives of the
project.
KPI’S DATA
Scrap = 0.308 €/NH Scrap =0.2 €/NH
CURRENT Efficiency = 38% Efficiency = 70%
Goal state
STATE PPM= 22688 PPM=15K
OEE%= 45% OEE%= 47%
THE PROJECT The main objective of this project is to improve the indicators of LMH2
GOAL performance by eliminating waste deploying and adapting continuous
improvement tools within production.
I.4.2 Project planning:
In order to ensure the smooth running and to achieve the objectives of the project, we have
proposed the schedule below for it to follow a clear schedule by setting the tasks to be done.
For this, I followed along my work schedule represented by GANTT method in Table I.4-2 that
was created basing on the SMART strategy:
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Table I.4-2 : Project Schedule: GANTT.

KW KW KW KW KW KW KW KW KW KW KW KW KW KW KW KW
KW 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
Integration
Assembly
Define
Area
Measure
Analyze
Improve
Define
Cutting
Area
Measure
Analyze
Improve
Control
Report
writing
I.5 Conclusion
LEONI has an internationally recognized brand image, but from a critical point of view, like
any other company, LEONI faces several problems. For this reason, it adopts a policy of
continuous improvement aimed at the resolution of its problems and launches a Muda hunting
project at the end of February. In the next chapter, we will explain the most important tools that
we will use for this project through a bibliographic review for a better understanding. Which
will concern the methods and procedures followed to analyze the dysfunctions and provide the
most appropriate solutions, always following the approach DMAIC.
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Muda Hunting through the DMAIC Approach Chapter II: Bibliographical Research
Chapter II :
Bibliographical research
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II .1 Introduction
Lean manufacturing is a production process based on an ideology of maximizing
productivity while simultaneously minimizing waste within a manufacturing operation. It is
used across industry for a variety of production processes, although notably, it was first seen
within the automotive industry.
II.2 Definition of lean manufacturing:
Lean manufacturing [14] is a methodology that focuses on reducing waste, creating
customer value and seeking continuous process improvement while simultaneously maximizing
productivity. This approach is based on seeing the waste as anything that doesn’t add value that
the customers are willing to pay for. The lean methodology was first implemented in the Toyota
production system (TPS) which revolutionized the company’s manufacturing process.
The most important objective of the Toyota system has been to increase production efficiency
by consistently and thoroughly Muda Hunting.
II.3 The Principles of Lean Manufacturing:
The five core principles of lean manufacturing [15] shown in the figure II.3-1 to optimize
lean manufacturing systems are:
✓ Value: It is determined from the customer’s perspective and relates to how much they
are willing to pay for products or services. It seeks to eliminate waste and costs to meet
the optimal price for the customer while also maximizing profits.
✓ Map the value stream: The value stream is your process flow from raw materials to
disposal. Each stage of your production process needs to be examined for waste, and
anything that does not add value for the customer should be eliminated.
✓ Create flow: Creating flow is about removing functional barriers to ensure that your
processes flow smoothly.
✓ Establish a pull system: A pull system means your process work is driven by your
customer demand. This is opposed to a push system, where you run and build inventory
regardless of demand, means ensuring a constant stream for the production or service
delivery.
✓ Perfection: The pursuit of perfection via continued process improvements is also
known as ‘Kaizen’ requires ongoing assessment and improvement of processes and
procedures to continually eliminate waste in an effort to find the perfect system for the
value stream.
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II.4 The type of manufacturing wastes:

LEAN manufacturing waste [16] is a management philosophy developed by Taiichi Ohno,
chief engineer at Toyota, for the Toyota production system (TPS) and laid out in three main
areas of deviations that shows inefficient allocation of resources (the 3M’s) are:
Figure II.4-1: Three types of manufacturing wastes [17]

• MURI: Is physical overload, hardship, exposure to mental stress, which leads to wasting
energy, health, human capital. The Muri concerns both men and machines.
• MURA: This means unevenness, irregularity and non-uniformity that cause the existence
of any of the seven wastes. For example, a gyrating schedule in workstations, when the
capacity of one station is greater than the other stations, can result in an accumulation of
waste in the form of overproduction, waiting, etc.
• MUDA: Means "waste" in Japanese. Anything that does not add value to the customer is
wasteful. The hunt for waste (non-added value) is one of the foundations of Lean
management.
II.5 DMAIC approach
DMAIC [18] is a Six Sigma method for solving complex problems that achieves the
objectives of Lean Six Sigma. It is an experimental, analytical and scientific investigation
method carried out in the project mode in order to solve a problem in the long term. This method
has 5 phases:
II.5.1 Define:
The first step is therefore to define the problem areas at the process level, to observe a problem
or to note potential avenues for improvement, all with a view to increasing the effectiveness
and efficiency of the company.
Mensi Syrine 18
II.5.2 Measure:
The next phase is to bring together different types of information to better assess the current
situation of the company using numbers and data, thus making it possible to better quantify the
problem and to be able to compare the results as the project progresses.
II.5.3 Analysis :
This phase is fundamentally linked to the previous one because it consists of studying in detail
the measurements obtained during the second phase. Six Sigma is largely based on the analysis
of figures and statistics, therefore makes it possible to rely on the measures recently obtained
to better understand the source of the problems, whether it is delays, inefficiency etc.
II.5.4 Improve:
Once the causes of the problem have been defined, it is then necessary to move to the problem-
solving phase, which is crucial and particularly complex. We must therefore improve or
innovate, which requires creativity, co-creation, reflection and expertise.
II.5.5 Control:
This phase ensures that innovations and improvements are implemented correctly. It is
important to ensure that a monitoring system is in place in order to always be aware of the
evolution of new methods and to make corrections if necessary.
II.6 Lean manufacturing tools:
To apply lean principles to our manufacturing process, we will need a set of lean
manufacturing tools to help us identify and eliminate waste to improve quality and production
time while reducing costs.
II.6.1 5S Methodology:
5S [19] is a systematic form of visual management utilizing everything from floor tape to
operation manuals. It is not just about cleanliness or organization but also maximizing
efficiency and profit. 5S is a framework that emphasizes the use of a specific mindset and tools
to create efficiency and value. It involves observing, analyzing, collaborating, and searching
for waste and involves the practice of removing waste. The 5S Method or workplace
organization methodology refers to five Japanese steps which have been translated into English
that start with S listed in the following table.
Mensi Syrine 19
Table II.6-1 : The 5 steps.

Japanese Translated English Definition
Seiri Organize Sort Eliminate the essential from the non-essential items.
Organize the essential materials where everything has its
Seiton Orderliness Set in order
place.
Seiso Cleanliness Shine Clean the work area.
Schedule regular cleaning and maintenance by conducting 5S
Seiketsu Standardize Standardize
daily habit.
Shitsuke Discipline Sustain Maintain and review standards
II.6.2 Visual management:
It is a technique [20] used extensively in lean manufacturing, based on visual tools and methods
to confer the link between the data and the people and to give accurate information within a
workplace available at all times to those who need to know it. The main objectives are:
✓ Clarify waste;
✓ Display problems in a simpler way;
✓ Clearly indicate your efficiency goals;
✓ Increase effective communication.
II.6.3 Value Stream Mapping (VSM):
VSM [21] is defined as a lean manufacturing tool created by Toyota Motor Company that
employs a flowchart document to map the process from suppliers to customers, highlighting
the flows of product and information and identifying delays and non-value adding processes.
By illustrating the current state, a value stream map allows you to know where there are current
gaps. Once you establish inefficient or undesirable activities, you can identify opportunities in
a future state map and develop an implementation plan to achieve your goals. In order to
successfully analyze the chain and choose the appropriate solutions for the identified problems,
it is essential to go through a set of steps. We note:
❖ Step 1: Identify the Product or Service You Want to Map.
❖ Step 2: Create a Current State Map.
❖ Step 3: Identify and Eliminate Waste Areas.
❖ Step 4: Action Plan and Implementation.
Once you have identified your key objectives, an action plan is established which is presented
as a set of solutions and proposed work sites, to remedy the problems identified, including the
pilots involved and specific deadlines according to the 6 following guidelines:
➢ Identify future work sites;
➢ Prioritize the worksites and create the schedule;
➢ Identify worksite leaders and participants;
Mensi Syrine 20
➢ Define resources;
➢ Start a PDCA;
➢ Conduct improvement site follow-up meetings (GEMBA).
❖ Step 5: Review and Repeat
Review your results carefully to see where you have made improvements and whether they are
actually resulting in efficiency.
II.6.4 Single-Minute Exchange of Die (SMED):
Single-Minute Exchange of Die [22] is a collection of techniques for the changeover. It lowers
manufacturing costs by reducing downtime and providing smoother start-ups, which
improve OEE. The changeover process is broken into a sequenced list of steps called elements.
The essence of SMED is to convert as many elements as possible to “external” (performed
while the equipment is running), and to remove or streamline the remaining elements.
The questions presented in figure II.6-1 help reinforce this way of thinking.
Figure II.6-1: The three major phases of SMED system [23]

When implementing SMED it is useful to consider two broad categories of improvement:
✓ Human: Achieved through preparation and organization;
✓ Technical: Achieved through engineering and optimization.
II.6.5 KAIZEN philosophy:
The origins of Kaizen [24] were in lean manufacturing and the Toyota Way set of principles.
Today, Kaizen is utilized worldwide as an important competitive strategy pillar in many
Mensi Syrine 21
successful companies. In Kaizen, it does not matter whether the change happens at once or is a
constant, whether the change is big or small, as long as it is a change for the better.
There are two types of improvement in the Kaizen method:
❖ The point Kaizen: Is implemented when something in a company is found to be broken
or not working well, and then immediate action is taken to correct the situation. Point
Kaizen most often happens quickly, without any planning.
❖ The Kaizen system: Is a strategic planning method with the aim of directly addressing
more complex and systemic problems and improving them in a short period. An
individual in an organization, a group of people, or even an improvement suggestion
system usually carries out Kaizen. When carrying out Kaizen events, it is important to
use the following toolset:
• Gemba Kaizen: Go to the real source, do not just try to solve problems behind a desk.
• Five Whys: Always find the root cause.
• The PDCA cycle of improvement: Use a systematic method to measure
improvements.
• 5S program: You get most out of Kaizen when everything is standardized.
II.6.6 Spaghetti Diagram:
Spaghetti Diagram representing the visual flow or activity of a process to identify areas for
improvements. It details the flow, distance and waiting time of the transportation of items in
the process. It also traces the walking patterns of people, shuttling back and forth of materials
between tasks and workstations. As a process analysis tool, the continuous flow line enables
process teams to identify redundancies in the workflow and opportunities to expedite process
flows.
II.7 Conclusion:
This chapter is devoted to bibliographic research, first, on the philosophy of Lean
Manufacturing by presenting its principles and the different types of Muda that we will study
and diagnosis in the next chapter and try to overturn them in the last one. Then, we have
presented the DMAIC approach under the lean six-sigma philosophy and its most used tools.
Mensi Syrine 22
Muda Hunting through the DMAIC Approach Chapter III: Study and Analysis of The
Existing
Chapter III :
Study and Analysis of
the existing
Mensi Syrine 23
Existing
III .1 Introduction:
To ensure reliability regarding the improvement actions of the project under study, a
diagnostic phase of the existing situation is important in order to analyze the current situation
of the company and identify all forms of waste. Therefore, our study enfolds the existing control
and monitoring procedures in different sectors in order to determine the degree of deviation
from the new target, but also to obtain a usable reference database. Based on the industrial
management techniques and continuous improvement, we will highlight the Muda that impact
the different key performance indicator while passing through various production processes.
III.2 DMAIC approach definition:
DMAIC is a data-driven quality strategy used to improve processes. The letters in the
acronym represent the five phases that make up the process, as explained in the previous
chapter. In this chapter, the first three phases of the DMAIC method are reserved for diagnosis
of the current state of the process. Each phase of the method includes tools very specific that
help us to follow up the problem.
III.2.1 Define
A successful “Define” phase helps us to move forward with clear, well-defined objectives
and timelines for project completion. This phase is about mapping the process and the ultimate
goal as well as understanding how the problem affects all collaborators. The tools used are
intended to identify the different project parts and to ensure its smooth running.
III.2.1.1 The 5W2H method:
Ideas alone are of no importance until they are turned into practical actions. The 5W2H method
represented by the table III.2-1 (When? - Where? - Who? - Why? - What? - How? - How many?)
is considered to be one of the most effective quality management tools used when brainstorming
is required for problem solving. Table III.2-1: The 5W2H of the site.
Abderrahmen Aissa TLPE: Production Engineer Team Leader

ZOUARI Meriem LTPM : Production & Infrastructure Management
Salwa Najar HR : Team leader
Who
Mariem Daouas LPS : Continuous Improvement Officer
Iskander Khémiri IE : Industrial Engineering
Baligh Hamdi QQ : Quality Responsable
SCRAP Minimize the scrap
What OEE% Increase OEE% in the cutting area
Where LEONI MANZEL HAYET MONASTIR MH2
When From March 2022 Untel June 2022
How DMAIC
Why IMPROVE THE KPIs OF THE COMPANY
Mensi Syrine 24
Existing
III.2.1.2 The SWOT analysis diagram:

SWOT enables us to determine the strengths, weaknesses, opportunities and threats of LEONI
Manzel Hayet, which can influence the project. LEONI follows a competitive policy that
imposes improvement on its external and internal environment on a regular basis to maintain
the performance of its system. The figure III.1-1 illustrates the SWOT analysis of LEONI
Manzel Hayet.
Figure III.2-1: SWOT Analysis diagram

III.2.2 Measure :
Since we seek to eliminate non-value-added activities, we went by what our customer
considers value added, that way, we identified those activities and tasks that don’t contribute to
their demand.
In addition, the more we drill down from our macro process to our underlying micro processes,
the easier it will be to identify and eliminate the sources of waste, to improve product quality,
reduce production time and total costs. This is why we used the VSM cartography to move
forward with our work without being distracted from what we’re working on.
III.2.2.1 Choice of Product Family:
The cartography is created for a single product or for a family of products. A family is a group
of products with similar processes, similar processing times, and customers with similar needs
and demand rates. For our study, we chose to map the product “E-Tron car wiring” and to take
as a reference for analysis on the entire scope of LMH2 (AUDI Plant), since the AUDI wiring
assembly line is a critical line compared to other MH2 assembly segments due to the decrease
of the efficiency value and the increase of the KPI performance indicator. In addition, the choice
of the E-tron car wiring product, figure III.2-2, was made based on the quantity of wiring
requested by the customer.
Mensi Syrine 25
Existing
Figure III.2-2 : Q4 e-Tron AUDI

III.2.2.2 AUDI assembly area :
The diagram below describes the work assembly area where we are going to start our Muda
search, as illustrated in figure III.2-3. From the presentation of the layout, we can see that the
AUDI3 chain, in figure III.2-4, is composed of three main parts.
❖ The first is of the Pre-assembly: Which is composed of nine dependent positions on the
role side.
❖ The second part is of the Assembly: This is a dynamic automatic line, where the wiring
is automatically transferred to the downstream substation after a calculated delay, or
composed of fixed substations.
❖ With regard to the third part after Assembly: These are three positions, which aim to
carry out well-determined tests and ensure packaging.
Figure III.2-3: AUDI segment
Figure III.2-4: Detailed layout of the Audi line3
Mensi Syrine 26
Existing
III.2.2.3 Number of operators in the production line

The production line consists of 122 operators, which are divided, as follows in the Table III.2-
2. Table III.2-2: Production line
Number of operators Station The mission
17 VKF JIT The pre-assembly stations
82 Brett Assemble the cabling on the board
8 BAK Control the presence of clips
8 ECT Test wiring continuity
1 RFA Fuse mounting station
1 The camera station Tests the presence of all the fuses
Checks the dimensions, the conformity of the tire
2 Q-gate
and the sense of clips
Putting the corresponding wiring part in its
3 The packing station
packaging and checking its barcode
The engineering service collaborates with the other Leoni services to solve the problems
presented in some of the above-mentioned stations illustrated on the VSM cartography.
III.2.2.4 Collection of data:
To develop the map of the current state, we moved to the data collection, which is an essential
part of the VSM.
❖ Gemba Walk: The action of visiting Lean workshops; monitoring the flow of materials
in order to observe and understand the manufacturing process.
❖ Consulting data: From other officials and departments.
❖ Survey: It allows knowing the production control methods.
The Figure III.2-5 presents a study during a 22-day (1-month) history of downtime and its
causes.
Figure III.2-5:February Audi Downtime tracking
Mensi Syrine 27
Existing
According to this histogram in figure III.2-5, it can be inferred that the main causes of downtime
are production and quality in MH2-INR AUDI. So instead of focusing on points of detail, which
potentially cost time and investments with ordinary results, Pareto's Law makes it possible to
quickly identify the key points focusing on the right actions.
Figure III.2-6 : Downtime causes in Audi Assembly Area

Based on the Pareto chart (Figure III.2-6), we can distinguish the three main processes
that affect the increase of downtime in the Audi plant. As illustrated in the diagram, the USS
process is the highest rate with a percentage of 45%, while the wire rooting and electric test
process are top 2 with a percentage of 17%. Therefore, we started an action to analyze the
current state in order to eliminate or increase downtime and to simultaneously eliminate the
Muda we found during the status analyze of the downtime.
III.2.2.5 Inventory in Progress:
The Pagoda is where the threads are stored after being cut as well as the SP coming from VKF
Pre-Assembly. Storage is done on special support. In Pagoda, the storekeeper scans incoming
and outgoing wires respecting the FIFO rule.
III.2.2.6 VSM pictogram:
The universal symbols used in the development of the VSM offer a transversal vision of the
current state of the process. The later are represented in the Pictogram (shown in Annex1).
III.2.2.7 Map of the current state:
After the data collection, the follow-up of the stocks in progress and the timing, the detailed
value chain mapping of the current state of the AUDI Plant has been schematized and
represented in figure III.2-7.
Mensi Syrine 28
Muda Hunting through the DMAIC Approach Chapter III: Study and Analysis of The Existing
Figure III.2-7: Current VSM of AUDI segment
Mensi Syrine Page 29

Existing
III.2.3 Analyze:
III.2.3.1 Analyze VSM Cartography:
From the timeline presented at the bottom of the current map, we can take the following
information:
❖ NVA (Non-Value-Added Time): Is free time in the process, it corresponds to the sum
of the average storage time. NVA= 620, 7 min.
❖ VA (Time with added value): It corresponds to the time of operations or changes
requested by the client. VA= 282, 6 min.
❖ LT (Lead-time): It is measured from the entry of the material into the process until its
output finished and compliant. In our case: LT= VA+NVA = 903, 3 min.
❖ Efficiency: According to this time data, we will have a process efficiency equal to
RVA= VA/LT = 31, 3%.
The comparison between LT and VA explains the present efficiency value. It is noticeable that
the NVA presents 68, 7% of the LT. This value influences the efficiency. Therefore, the analysis
must be deeper to improve the effectiveness of the site.
This analysis step allowed us to understand the current state to determine the sources of
problems and therefore identify priority actions and areas for improvement. Then, in the next
chapter, we will propose the actions taken and implemented in detail.
III.2.3.2 USS (Pre-confection) current state:
III.2.3.2.1 Define:
We identified a problem found in the process of the USS workstation. The first substation of
the electrical wiring, in the assembly area, is the USS JIT Pre-assembly line. This line, as shown
in figure III.2-8, consists of five ultrasonic welding stations (USS) dedicated only to weld the
JIT wires.
Figure III.2-8 : The Layout USS JIT Pre-assembly line

Existing
The USS post is made up of two operations:
❖ Shelf wires USS Station (Coiling Area): Where the operator coils the wires.
❖ USS Station: Where the operator does the welding of the wires by the ultrasonic
machine and the assembly of the Schlauch by the driest device. (See Figure III.2-9)
Figure III.2-9 : USS Station

At the end of the process, the SP obtained will be installed on the conveyor and moved until the
assembly line. Figures III.2-10 illustrate the operations of the USS substation and the used
machines.
Figure III.2-10 : Shelf wires USS station

III.2.3.2.2 Analyse:
We will involve various statistical and technical measures, during this phase, to analyze the
efficiency of the existing process to improve the USS deviations. Gemba Walk is the go to in
terms of asssembling feedback and ideas hence we noticed different wastes in the USS station.

Existing
III.2.3.2.2.1 Fishbone diagram:
The Ishikawa diagram depicted in figure III.2-11, is one of the main tools used in a root cause
analysis. It helps to figure out the reasons for defects, variations or failures within the USS
station process.
Figure III.2-11 : Fishbone Diagram of USS.

III.2.3.2.2.2 “5 why” technique:
Based The “5 Why” technique we identified the potential root causes in table III.2-3, on which
we build our PDCA cycle to sort the ideas into categories and determine the responsible for
each deviation improvement.

Existing
Table III.2-3 : 5 why technique
Deviation – Potential for Root cause analysis Responsible

Nr.
improvement (at least from 5 x why) Redaction
Syrine Mensi
Oxidation of Shelf wire 23343 in Wrong location of wire
Amira Laribi
the coiling area 23343(VKF wire)
Baligh Hamdi
Undeclared waste in PVC tubes Amira Laribi
Material
The location of the

Overlapping Zampiles Zampiles (146046) is not Baligh Hamdi
optimal
The location of the wires in the PVC tubes does not comply Baligh Hamdi
with the diagram (SIP CAN LA B2) of the USS machine and Syrine Mensi
the coiling station Baligh Hamdi
Iskander Khémiri
Non-optimal SP coiling method Syrine Mensi
Method
Iskander Khémiri
Simple and twisted SP Syrine Mensi
Location of twisted SPs is not
post division method is
optimal Iskander Khémiri
not optimal
The protection of the Iskander Khémiri
Environnement
Coiling station is not ergonomic screen in the coiling

process is not optimal
Ahlem Haloul
The printer cables are
The location of the printer is not very short
optimal The location of the
Amira Laribi
printer is not defined
Auftrage's order is not in Iskander Khémiri
Manpower
accordance with the order

Non-respect of FIFO in the coiling
of the USS machine
process Baligh Hamdi
diagram and the post
Lovage
Zampiles' name and
Abderahmen Issa
Machine
number are missing

SPs are not optimized Dimensions and combi
between wires in USS Syrine Mensi
substations
III.2.3.2.2.3 USS non-ergonomic state:
Working in uncomfortable or stationary positions can cause musculoskeletal disorders (MSDs),
which are injuries of the soft tissues (muscles, tendons, ligaments, joints, and cartilage) and the
nervous system. As well as, the ability of workers to perform many job-related tasks. Because
the ergonomic study of workstations is quite complex, we focused our analysis on the aspects
linked to the USS station.

Existing
❖ QR Code non-convenaient location :
While feeding the shelf of the USS station by the wires, the operator must try several positions
so that the scanning machine reads the QR code. This problem is manifested by the non-optimal
placement of the QR Code label on the Shelf as shown in figure III.2-12.
Figure III.2-12 : QR Code location

❖ Printer and Computer non-optimal location:
In order to coil the wires to obtain the SPs according to the Auftrag, the operator puts a label
that comes out of the printer to indicate the characteristics of the SP (type of wires, lengths,
date, etc). During this process, we have detected that the location of the printer is not
defined according to the international standard ISO 14738 (Safety of machinery —
Anthropometric requirements for the design of workstations at machinery) to be ergonomic
in use. (See figure III.2-13).
Figure III.2-13 : Printer location

This lack of an international standard in the workplace can affect the worker productivity. In
addition, we have spotted that the protection of the screen in the coiling process is not suitable,
as depicted in figure III.2-14.

Existing
This protection reflects the light and makes the screen very uncomfortable to read and this does
not comply with ISO 9241-5 (Ergonomic requirements for office work with visual display
terminals (VDTs)) International Standard.
Figure III.2-14 : unsuitable USS Computer Station

III.2.3.2.2.4 Non-respect of FIFO in the coiling process:
Based on the inventory management JIT method, we have found the following problems:
❖ The order diagram display for the coiling process:
During the scanning, the display of the diagram order for the “Stufnummer” of the SPs in the
coiling process is not compliant with the order in the “Auftrag”. This leads to a loss of time to
search for the “Stufnummer” of the SPs corresponding to the display. Since the operators work
simultaneously in the USS station, there will be a waiting time to carry out the second operation
(welding of wires). Hence, there will be a bottleneck that causes an interruption of the flow of
work and delays across the production process which means not adding value to the product,
longer lead times so a decrease of the efficiency. In addition, it can result in a damaged or
defective product.
❖ NON-respect of the pull system:
The method of preparation of similar SP twisted wires according to the FORCE program is not
optimal. This program shows two twisted wires to be welded with a single wire, while only one
twisted wire is needed. (See Figure 3.20).

Existing
Figure III.2-15 : ISU1001 station display

This leads to a waste of time during coiling, an overlapping of wires while reordering them in
the tubes of the shelf and damage risk of the wire by friction and contact. Because of the
FORCE program, during the coiling of an SP, two tickets come out simultaneously from the
printer for the same twisted wire (SP CANH MIB-SP CANL MIB). This defect is not limited
to a single USS station line in Audi segment but to the entire MH2 assembly area (NEO,
ASUVE, Seat), which means a high cost of wasted time and products. (See figure III.2-16).
Figure III.2-16 : Extra Ticket

This Muda roughly translates as waste and refers to the inefficiency within the processes. This
kind of waste includes movements of employees and more time in the "Work-in-progress"
stage, which is complicated and unnecessary. In other words, we talk here about the two types
of Muda: Motion and Over-processing.
The false location of the zampiles figure III.2-17 wires in the coiling shelf because of missing
names and “stufnummer” causes undeclared waste in the PVC tubes and even oxidation of the
wires.

Existing
It may cause an overheating of the wire, a damage of the conductors, a lack of amperage to the
equipment connected to it, etc. These issues can cause rework, or even lead to customer
complaints.
Figure III.2-17 : Current state of the USS Shelf Station

III.2.3.2.2.5 Visual Management current state:
The visual management is one of those essential elements of the workplace, used to give a
glimpse of manufacturing operations and to translate shop floor processes and production
statuses into easy-to-understand visual overviews. However, once the workstations of the USS
are not organized and do not follow a well-defined standard as we can see in the figure III.2-
18, which leads to poor organization of documents: visual aids, quality documents and work
mode.
Figure III.2-18 : Visual management board current state

This misleads the operators in their tasks and decreases order and efficiency in work
environment. Which results in defective or scrapped products that add cost to the operation but
does not add value for the customer. We talk here about one of the Muda that is defects. In
addition, the document displayed are not compliant with the service plan (Annex 2) which
indicate the exact method and instruction that have to be displayed in the work area during a
workshop for the operators. In case there is an Audit, it will be noted as a deviation for the
production.

Existing
III.2.3.3 Assembly Board Current State:
III.2.3.3.1 Define
The assembly phase is done on the chain. Each operator has a task:
❖ Launch operators:
✓ Set up connectors.
✓ Put the wires in place in the support (this is called pre-assembly).
✓ Snap these wires into the connectors.
❖ Bandage operators:
✓ Use Tesa (specific insulating fabric) for the bandage.
✓ Thermostat assembly (thermostat insertion and tightening to ensure proper sealing
tulle).
❖ Clipping operators:
✓ Carry out the assembly of the clips in order to ensure the hooking in the carcass of the
car.
Figure III.2-19 shows the operating mode of the launching, binding and clipping stations in the
assembly line.
Figure III.2-19 : Distribution of operations

III.2.3.3.2 Analyse:
III.2.3.3.2.1 The actual status of FA:
Among the major defects linked to the assembly line, the quality defects are FAs and forks
(Aufnahme shape). The FAs and forks are tools for fixing wiring in the “Brette” during
assembly or bandaging of wiring. The major problems are illustrated in figure III.2-20.

Existing
Figure III.2-20 : Major problems of FA

III.2.3.3.2.2 The current Auftrag placement:
During our Gemba, we detected the overlap that happened during the production hour, when
every operator is concentrating on his work and trying to stay in time that is defined with the
VGZ. (See Figure III.2-21).
Figure III.2-21: Current Auftrag placement

The worker puts the “Auftrag” (the KSK configuration) near the board for accessiblity and not
to lose time by putting it back, making the its handle not ergonomic especially with a repetitive
action and the time pressure (See figure III.2-22). Therefore, due to the handle’s characteristics
the workers will not be motivated to respect the 5S because they are in front of a race against
time. This also causes the increasing scrap rate and decreasing efficiency.
Figure III.2-22 : The current state of the support

Existing
III.2.3.3.2.3 The actual status of EBOX:
Because the E-box socket shown in the figure III.2-23 is expensive (Top 2 SCRAP) the
production was more interested in stopping this hemorrhage of waste.
LVIR / E-box
Figure III.2-23 : LVIR Scrap division in € by Segment in February

Without a lot of consideration of the other factors like the workstation ergonomic, the 5S or the
standardization, the bags for the E-box protection were implemented in the assembly line. (See
figure III.2-24)
Figure III.2-24 : The bags for the E-box protection

The location of the batches of bags is not optimal considering the layout of the chain and the
operator’s position, especially as it is a repetitive action during their shift. Thus, companies opt
for ergonomic workstations to reduce absenteeism and above all to guarantee better employee
health (See figure III.2-25). By working in a more comfortable environment, they will be less
tired and more productive which leads us to say that occupational safety and health protection
is obligatory. Because absenteeism can quickly become a problem for the company, especially
for a company as LEONI that relies on their workforce, and may lead to the weakening of
productivity and performance of the company due to delay, lack of quality, poor customer
service, etc.

Existing
This can affect work teams and the general motivation of other employees. The workload must
be redistributed, by reorganizing work groups to fill absences, often at the last minute.
Figure III.2-25 : The position status of the LVIR bag

So, the Muda we found in this state are:
*Waste of time *Loss of efficiency *Absenteeism *Failure to respect 5S.
III.2.3.3.2.4 Optimization of an SPs the assembly line:
As mentioned previously in the measure phase, among the causes of the increase in downtime,
we have launching problems and line disruption. When the SPs are placed on the Brette in Line
3 of the AUDI assembly area, as shown in the figure III.2-26, the wires overlap. Because of
this, the method of coiling SPs (SP SWA-F/SP SWA-BF) is not optimal the operator loses a lot
of time delivering the wires, which results in poor quality wiring and even the creation of
bottlenecks in the assembly line.
Figure III.2-26: Non-optimal SP SWA-F/SP SWA-BF coiling method

III.2.3.4 ECT current state:
III.2.3.4.1 Define:
SIPOC lean tool is a decision-maker relevant information about a process because we must
indeed understand a business process before we can improve it. Moreover, often the best way
to do that is to map it out. (See figure III.2-27).

Existing
Figure III.2-27 : SIPOC lean tools

During an observation of the movement of collaborators near the ECT, we noticed a motion
Muda: every time the operator needs to move from the table to the handle in order to take the
necessary accessory for their workstation.
III.2.3.4.2 Measure:
In order to identify redundancies in the workflow and opportunities to expedite process flows,
we used spaghetti diagram, as depicted in figure III.2-28, for a visual representation of the
physical flow of the workers and the materials through the tasks of the process.
Figure III.2-28 : Spaghetti diagram of ECT

Table III.2-4 contains a cleaner presentation of the diagram details. It details the flow,
frequency and waiting time of the transportation of items in the process.

Existing
Table III.2-4 : Diagram details of ECT
III.2.3.4.3 Analyze:
Some of the collaborators created a quick solution, by putting a kaba of accessories below the
table, which is neither an ergonomic solution nor a safe work place for him. (no respect of the
5S). (See figure III.2-29)
Figure III.2-29 : Bad accessory location

Existing
In addition, others choose to put a small quantity on the electrical control table (Figure III.2-
30), which is also a contradictory solution with the standards of the workstation and may cause
risks for the wiring or cause distraction in the work area.
Figure III.2-30 : Electrical Control Table

III.2.3.5 Fuses and relays Scrap:
III.2.3.5.1 Define:
RFA is a fuse mounting station (Figure III.2-31) used for manual assembly of fuses in the car's
LVIR box. After completing the assembly, a camera test (Figure III.2-32) is necessary to check
their correct location. A single operator carries out these two operations.
The customer requires, about fuses and relays, that they are not reusable in case they are
demounted from the EBOX (figure III.2-33 and figure III.2-34) or in case, they fall on the
ground by mistake during the process or during the feeding of its kaba.
Figure III.2-31: Fuse mounting station Figure III.2-32 : Camera station
Figure III.2-33 : LVIR without fuses and Figure III.2-34 : LVIR with fuses and
relays relays

Existing
The cost of waste related to fuses and relays is very high. Waste at the material level following
the large number of KSK rework related to LVIR. According to figure III.2-35, the lost costs
related to repairs of LVIR within the production workshop occupy a significant percentage of
reworking rates, which leads to a loss of material of fuses and relays (6454,46 euro up to kw
16).
Figure III.2-35 : The lost costs in € of EBOX repair

III.2.3.5.3 Analyze:
The cost of waste is very high from the data we had from production service and from the
observation of the process of LVIR reparation by taking off the fuses. Therefore, the LVIR goes
over the electrical control table after repairing. (See figure III.2-36)
Since the high number of KSK rework related to LVIR defects, detected by the camera station,
the cost of waste related to fuses and relays is very high.
Figure III.2-36 : (a) Fuses and relays scraps; (b) Disassembly tools of fuses

Existing
III.2.3.6 Analyze Key Performance Indicator (KPI):
III.2.3.6.1 Define:
In order to better serve our customers, we analyzed the key performance indicators data. We
noticed the high rate of the SCRAP for the assembly area and the poor rate of OEE % for the
cutting area. Therefore, we launched our Muda hunting site by tracking the indicator that will
improve the efficiency and PPM indicator.
The performance indicators of the company, or also called KPI (Key Performance Indicator),
are not only a tool for measuring the health of a company, but also a tool for supporting its
development. They pay attention to all business areas to make them aware of production
efficiency.
III.2.3.6.2.1 Efficiency:
Represents a production-monitoring indicator reflecting the performance of the production line.
It is calculated according to the following formula:
Hours Produced
Efficiency =
Hours of Presence
Such as:
Hours Produced = Quantity of good parts produced × VGZ.
{
Hours of Presence = Number of operators × 8h × 60 min.
Where:
• The VGZ is the time requested by the customer (net production time of wiring), For
Leoni Manzel Hayat, AUDI segment, assembly time for VGZ wiring = 501 min.
• The number of operators is the total number of operators on the line studied.
Efficiency is calculated on each shift to observe the effectiveness of the production activity.
This indicator also makes it possible to quantify the productivity of the production line by
considering certain factors such as absenteeism, delays, etc.
III.2.3.6.2.2 PPM:
It is the abbreviation of the English term “Pert Per Million”. It indicates the number of defects
per million parts produced. It is used as a quality level indicator and is monitored by the quality
agents and the supervisor. If several defects are detected in the beam, each of the different
defects must be considered.
The formula for PPM is as follow.

Number of defects × 1000000
PPM =
Quantity Produced

Existing
III.2.3.6.2.3 SCRAP:
This indicator allows us to measure the volume of waste produced by human activity.
According to Leoni, it is calculated according to the following formula:
Waste cos t (€)
Waste =
NH
III.2.3.6.2.4 OEE %:
OEE is the Gold Standard for Measuring Manufacturing Productivity. In short, it determines
the percentage of manufacturing time that is actually productive. A 100% OEE score means:
✓ 100% quality (only good parts) ;
✓ 100% performance (as fast as possible);
✓ 100% uptime (no downtime).
Thus, based on Leoni's data, we have identified the waste rate and monthly PPM rate for the
assembly and the cutting area for February 2022, in order to carry out an in-depth analysis. (See
table III.2-5).
Table III.2-5: Current state KPI
SCRAP (€/NH) PPM Efficiency % OEE%
Assembly Area Cutting Area
0.308 22688 38 55
In order to focus on the most significant problem, to eventually decide what categories to focus
on for the quickest and the most efficient results, we will use the pareto diagram of February
waste.
Table III.2-6 : TOP 5 SCRAP INR-AUDI
INR AUDI
Material
Centre Part Num Price en € Tendance Responsable
group
IST :
P00696846
4217 P00696846 KFT 898 32% Syrine
SOLL :
P00787598
4217 P00399169 EBOX 659 23% LVIR Intern
4217 P00628359 SLTG 435 15%
4217 P00519631 KK 433 15% KF202 Syrine
4217 P00696847 KFT 424 15%
It indicates that the Kauftail (KFT) component is the top one for the Scrap indicator and the
Schirm as top3 (SLTG), as illustrated in table III.2-6, so we launched an action to purchase

Existing
the waste of these two products during its manufacturing process and analyze the current
status in order to eliminate or increase its scrap rates. (see figure III.2-37)
Figure III.2-37: Family of scrap
Figure III.2-38 : Distribution of scraps in € per segment

According to figure III.2-38, we noticed the high rate of waste for the AUDI wiring
assembly line since it is a critical line compared to other segments of MH2 assembly due to the
customer’s demands. Therefore, we will improve the SCRAP indicator for the assembly area
in AUDI segment as a reference then duplicate every improvement for all the other segments
in the company.

Existing
III.2.3.7 Gemba Walk:
First, we have a Gemba walk to define the boundaries of the components and to better
understand why it is registered as waste, when we can announce that these components are no
longer compliant, it comes out as scrap. Gemba walks also stress engagement with employees
on the manufacturing floor, not only to gather information, but to allow the executive to talk
directly with employees about the elements of workplace safety and even offer them a chance
to suggest improvement regarding the safety processes.
Second, after collecting the information about the process of every component and their
different aspect of non-compliant products, we transfer all problems identified to a cause-and-
effect diagram template to help identify their root causes. Based on the latter, we placed each
problem next to the appropriate category (material, man, machine, environment, and method)
in order to organize the different reasons of the KFT and SLTG waste. We started analyzing
KFT waste and finally the same analytical approach will follow for SLTG.
III.2.3.8 SCRAP analyzes:
III.2.3.8.1 Analyze KFT Scrap:
The KFT scrap rate in the Audi segment is the highest rate equal to 32 %, equivalent to
7337.2667 €. Due to the high loss, we launched a component process analysis to treat it.
Figure III.2-39 : Fishbone diagram of KFT SCRAP

Using the 5 why’s method for a deeper analysis of every single deviation to combat the error
of having the symptoms treated, what we saw on the surface, instead of the main reasons, we
get to determine the root cause of the different deviations that we have extracted in Ishikawa
diagram. (See figure III.2-39).

Existing
III.2.3.8.1.2 PDCA table:
At the end, we obtain a PDCA table (Table III.2-7), (Plan, Do, Check, Act) which is a problem-
solving and continuous improvement approach that organizes all the collected information so
we can prioritize the revealed actions of improvement to start on the field with an efficient
strategy.
Table III.2-7: Root cause Table 5W

Existing
III.2.3.8.1.3 The KFT support current state:
The current state of KFT support shown in the figure III.2-40 does not consider some specifics
to avoid many issues that heighten its waste rate as the type of cars, the length, the frequency
of use, the familiar families. Therefore, the risk of overlap is always there.
Figure III.2-40: The actual state of KFTs support

We put the stufnummer of the KFT of the current support in table III.2-8 in order to facilitate
our study and to have a micro vision , taking the third assembly line as a reference.
Table III.2-8 : Stufnummer of the KFT of the current support
P00696860 P00696843 P00696842
AUDI LL3 P00696846 P00696847 P00696845
P00696849 P00696841 92DLWL006 P00696848 P00696844
The Assuve (right-hand drive) car is in blue, and the Accuve one (left-hand drive) is in orange.
At the head of the line, the operator takes the inappropriate SP and launches it on the board.
Figure III.2-41: KSK after bandage phase

It may not be obvious that she took the wrong KFT until it comes to the bandage phase shown
in the figure III.2-41 and that is in case if the KFT is shorter than the convenient one. The KFT

Existing
is going to be stretched, which will damage either the head of the component or the parts or
even lose contact with the connected wire. (See figure III.2-42).
Figure III.2-42 : Examples of KFT damage

In the other case where the KFT is longer than the right one, even in the bandage phase the
overlap will not be detected until the batch of that KFT runs out because of overconsumption
and will hold back the process of the mixed splice by recording a stop time. Which will induce
the depression of efficiency rate. Therefore, we catch here two types of the 8MUDA that we
will work out how to overturn in the next chapter.
In the interest of studying the support state, we developed a specific fishbone Diagram in figure
III.2-43. Then we will deal with every cause.
Figure III.2-43 : ISHIKAWA diagram of the KFT support

III.2.3.8.1.4 The FA of KFT:
The problems related to non-optimized FAs shown in the figure III.2-44 within the production
workshop lead to a loss in the level of performance and in the cost of lost hours.
Figure III.2-44 : “P00787598” KFT high scarp

Existing
The conception of the FA does not consider the risk of friction between the head of KFT and
the FA. This is leading to damage the parts of the component in case that the operator who
removes the wiring from the board because of rushing during the production process to get the
KSK to the test clips table BAK (customer) and not to hold back the circuit of the assembly line
(supplier) that will eventually decrease the efficiency. However, what happens during the
process is that the KFT's head arrives damaged at ECT. Therefore, the KSK will be loaded to
the rework area. Which means more of handling for the wiring that will increase the possible
damage to the critical components and wires.
The rework operation, as presented in figure III.2-45 is to take off all the Tesa and clips,
declared as wasted material, repair the wiring which is a very critical process since there are
many other wires related that we don’t want to damage them while fixing a problem. Then to
bandage again. This is a hole waste of time, workforce and material process.
We catch here three types of the 8MUDA that we will work out how to overturn them in the
next chapter.
Figure III.2-45 : The Rework area

III.2.3.8.1.5 The secondary lock of KFT:
One of the highlighted aspects that make the component non-quality compliant, and then
registered as Scrap is the lack of secondary locks. This is due as we mentioned previously to
the non-optimal FA, also to the disassembly method of KSK.
Figure III.2-46 : Secondary lock of KFT

Existing
III.2.3.8.2 Analyze Schirm SCRAP:
The same analytical approach used for KFT will be followed for SLTG. During our analysis
phase, we reserved two weeks for a Gemba walk in order to detect any type of possible Shirm
scrap in the Audi chain. During this phase, we will map the process, focus, scope, and the
ultimate goal as well as understand how the problem affects all stakeholders.
III.2.3.8.2.1 SIPOC diagram:
A SIPOC is a high-level process-mapping tool that helps visualize a process and its influences.
In other words, a useful tool depicts how the project goals will be accomplished by identifying
the process that serves the customer and summarizing the inputs and outputs in a visual format.
The development of this diagram requires the following 5 steps as represented in the figure
below III.2-47.
Figure III.2-47: SIPOC Diagram

III.2.3.8.2.2 The current state of Schirm SCRAP:
The Schirm scrap rate in the Audi segment is equal to 14 %, equivalent to 696.89 € in February.
Due to the high lost we launched a component process analyze as a start of this waste treating.
These are the current value of the different deviations of the SLTG cable shown in the table
below III.2-9.

Existing
Table III.2-9 : Schirm wastes
We notice the significant scrap rate of schirm in LMH2. One of the highest rate errors is
reversed wires. We are going to analyze it to propose the solution to overcome it for good.
We used the fishbone diagram for Schirm scrap analysis presented in figure III.2-48 to identify
many possible causes for an effect or problem.
Figure III.2-48 : Fishbone diagram of SLTG SCRAP

III.2.3.8.2.4 PDCA Table:
We used the 5 why’s method for a deeper analyze to determine the root cause of the different
deviations that we have illustrated in Ishikawa diagram. Then we formulate our results in the
best-structured table, the PDCA is depicted in Table III.2-10.
Table III.2-10 : PDCA results
Deviation – Potential for Root cause analysis
Nr.
improvement (at least from 5 x why)
Lack of talc between the protective sheath and
Unsheathing Shirm wire
the two insulators
Material The wire position in the machine is not optimal
Unstripped Shirm wire The control instruction on receipt in the
assembly area is not respected.

Existing
Lack of control over the effectiveness of the
actions implemented in the VKF zone.
Batch sizes for each feed are not defined.
Lack of KOS contacts on
Schirm cable Aggressive removal of Shirm wire protection
cups
Contacts non-compliant wires
Shirm wires are similar (difference in length)
following a false identification
Disassembly of Shirm socket is not correct
Cable schirm socket damage The method of fixing Tesa Flexi on Schirm wire
Method is not optimal
Lack of AF on Brette
Reverse wire
Pin numbers on sockets not legible
No respect for the power
Lack of knowledge on the impact of a thin
MAN supply standard and the launch
section of Schirm wire
of Schirm wires on Brette
Material Schirm wire feed support is not optimal
Dilatation of the Shirm cable's
Non-conforming cutting machine parameters
protective insulation
Machine
No continuity of Schirm wire
PA of electrical control test is not reliable
during electrical test
Environment Non-ergonomic Brette The position of the FA / brette is not ergonomic
To improve our state, we will study the current state of the different elements linked with our
root causes of Schirm scraps. After the current state diagnosis, we found the following
problems:
III.2.3.8.2.5 The cup threats:
❖ Non-optimal removal method of the protection cup:
To protect the contacts of the Schirm against the damage, a protective cup is used in the pagoda.
This cup is fixed on the wires by Gummi as shown in figure III.2-49.
Figure III.2-49 : Cup fixed on the wires

Existing
During the support feeding with SLTG, the operator pulls off the cup and the Gummi, as shown
in figure III.2-50, which causes damage to the contacts.
Figure III.2-50 : Non-optimal protective cup removal method

This damage is reflected in the cable mounting in the assembly line. When the operator tries to
snap the wire in the socket pin, since the contact is damaged, this operation will crush the wires.
Then the damaged cable will be detected on the electrical table for a rework.
(See figure III.2-51).
Figure III.2-51 : Stretched insulating wires

❖ Sharp Edges / Broken cups:
We detected a broken cup with sharp edges shown in the figure III.2-52 in the Gemba walk
used for Schirm terminals protection. These cups can cause damage to the wire since the Schirm
cable section is very thin (0.13 mm²). Then the damaged cable will be detected on the electrical
table for a rework. We distinguish here the MUDA defects
Figure III.2-52 : Examples of damaging cups of protection

Existing
III.2.3.8.2.6 Tesa Flex application:
Before routing the Schirm cable on the board, the operator fixes Tesa Flex shown in the figure
below III.2-35 on the two terminals of the Schirm cable. It is a protective tape in flexible PVC
material (Polyvinyl Chloride) that resists solvents and acids and displays a good level of
electrical insulation and water resistance.
Figure III.2-53 : Tesa Flex

To save time during routing of the wires on the assembly line, the operator glues protective tape
on the support of the wires before use, as shown figure III.2-54, this deviation may lead to
customer complaints because the Tesa Flex may be damaged and does not attach properly to
ensure waterproofness.
Figure III.2-54 : Tesa Flex on the support

The method of fixing Tesa Flex on Schirm cable, as indicates in figure III.2-55 is not optimal
Figure III.2-55 : Not compliant method of the Protection tape

Since one of the key parts of driving our project forward is being able to identify and tackle
waste, we distinguish here the defects of fixing Tesa Flex as Muda.

Existing
III.2.3.8.2.7 Isolating wire damage:
Lately, Leoni has changed its supplier from Kromberg & Schubert products to LEONI Kabel
products for the order of the raw material of the Schirm cable. During this period, the customer
reclaimed 8 bad parts. Through an investigation, the wire insulation is being stretched which
causes damage to the strands. Therefore, to ensure that improvement starts with the roots, we
examined the raw material. First, we have made a vertical cut of a batch of cable Schirm, as
shown in the following figures, from the supplier Kromberg & Schubert and another from the
supplier LEONI Kabel.
Figure III.2-56 : Vertical cut of Kromberg & Figure III.2-57 : Vertical cut of Schubert
LEONI Kabel products products
According to the figures above, we noticed that there is a lack of Talc between the jacket
of the cable, Leoni Kable product, and the lower part of the wire isolating making the sheath
of the cable too tight on the lower insulation, compared to Kromberg & Schubert products.
The lack of this separating element (Talc) makes the unsheathing difficult only when using a
high force, which causes stretching of the insulating wire and damaging the strands. Second,
we did a manual unsheathing to ensure the existence of talc along the cable for both suppliers.
Figure III.2-58 : Kromberg & Schubert product Figure III.2-59 : LEONI Kabel product manual
manual unsheathed unsheathed
Figure III.2-58 shows the presence of part of the insulating wire stuck on the sheathed wire
while for the figure III.2-59 there is nothing which proves the presence of the talc for the last
one (Kromberg & Schubert product).

Existing
III.2.3.8.2.8 Reverse wire:
After attaching Tesa, the operator snaps the white socket after snapping into the ICAS shown
in the figure III.2-60. Then, the operator places the socket in the corresponding FA. This task
is done on 4 posts (Post 9-10-18-29) in the assembly line. However, when snapping the white
socket, the operator mixes between the two-insulating wires (the green and the white wire)
because the pin indicators are not clear and easy to detect. Therefore, the risk of error is always
on the table. This is why we have high rework rate of reverse wires.
Figure III.2-60 : Schirm assembly Steps

Since the reverse wire is not repairable, disassembling the wiring to replace the damaged SLTG
is obligatory, which required time. We will treat this Muda because of the non-legible white
socket-pin number in the next chapter.
III.2.3.9 OEE % analyze:
III.2.3.9.1 Define:
Overall Equipment Effectiveness shown in the figure III.2-61 is the gold standard for measuring
manufacturing productivity. In short, it determines the percentage of manufacturing time that
is actually productive.
Figure III.2-61 : OEE calculation [25]

Our goal is not simply to measure OEE, it is to maximize Fully Productive Time. Our OEE
score tells us where we are, but the three underlying factors (Availability, Performance, and
Quality) tell you where you should focus your improvement efforts, that is why we are focusing
on availability and performance factors.

Existing
III.2.3.9.2 OEE factors:
Of All Time, we subtract Schedule Loss since there is no intention of running production
during this time. ( See figure III.2-62)
Figure III.2-62 : All time

III.2.3.9.2.1 OEE Availability:
It considers Availability Loss, which includes any events that stop planned production
for an appreciable length of time as equipment failure (unplanned stop), setup and
adjustment (planned stops). Changeover time is a wasted time diminished from
manufacturing. This is why it is included in OEE analysis. (See figure III.2-63)
Figure III.2-63 : Planned production time

While it may not be possible to eliminate changeover time, in most cases it can be
significantly reduced which is the goal of SMED (Single-Minute Exchange of Die).
➢ Six big losses: (Figure III.2-64)
Figure III.2-64 : OEE Availability

III.2.3.9.2.2 OEE Performance:
Performance considers anything that causes the manufacturing process to run at less than
the maximum possible speed (including both Slow Cycles and Small Stops) . (See figure
III.2-65).
Figure III.2-65 : Run Time

➢ Six big Losses: (Figure III.2-66)
Figure III.2-66 : OEE Performance

Existing
III.2.3.9.2.3 OEE Quality :
Quality takes into account-manufactured parts that do not meet quality standards as scraps and
parts that need rework. OEE quality is similar to First Pass Yield, in that it defines good Parts
as parts that successfully pass through the manufacturing process the first time without
needing any rework. (See figure III.2-67).
Figure III.2-67 : Net Run Time

➢ Six big Losses: (Figure III.2-68)
Figure III.2-68 : OEE Quality

Second, we need to understand any business process before we can improve it. Therefore, we
will define the cutting area and its different operations.
III.2.3.9.3 The Cutting area:
III.2.3.9.3.1 The different types of machines and operations in the cutting area:
After the raw materials come out of the warehouse (wires, connectors, seal), the first step in the
manufacturing of electrical wiring is to cut the wires according to the desired length and section
by automated machines managed by the "FORS" software with a rate of 24/24 for 6/7 days. We
distinguish four operations carried out as noted in Table III.2-11.
These different operations carried out by different machines model are summarized and
explained in Table III.2-12.

Existing
Table III.2-11: Operations performed in the cutting area
Table III.2-12 : Machines in the cutting area

Name Machine Operation
Kappa machine Cut and Strip
Schleuniger machine Cut, Strip, Crimp, Seal
Komax 488s machine Cut, Strip, Crimp, Seal, twist
Sigma 688 ST machine Cut, Strip, Crimp, Seal, twist

Existing
III.2.3.9.3.2 The different types of beams manufactured:
These different machines can provide six types of the beam as presented Figure III.2-69.
Figure III.2-69 : Types of beams manufactured

III.2.3.10 Measure:
Our actual measures illustrate how effectively our manufacturing process is running. Thus, the
OEE in the cutting area is not reaching the target defined by LTPM team of experts by 15% as
it is presented in the figure below. We obtained this reliable data conformed from the OEE
coordinator service.
Figure III.2-70 : Current OEE factors state and their Targets

To understand the extent of the problem, the first step is to collect information on the amount
of downtime experienced by the process. Because typically, tackling the Six Big Losses begins
by concentrating on DOWNTIME, because if the machine or process is not running then none
of the losses can be addressed (Figure III.2-72). Once the data has been collected over an
acceptable period, the results can be plotted to understand the most significant cause. The
purpose of completing this exercise is to prioritize where the effort should be put to obtain the
best return. Each cause can then be tackled in turn.

Existing
Figure III.2-71 : Downtime of the cutting area for the first wave 2022
The pareto chart diagram, in the figure above, construe the highest impact on the downtime
which is changeover equivalent to 2223h and control time with 1974h. Then in second place,
we can see the waste of time related to material, defects and standardization. We did a Gemba
walk to insure the compliance of the field problems with our data. We analyzed the extracted
issues with a fishbone diagram, as presented in Figure III.2-73.
III.2.3.10.1 OEE Fishbone diagram:
Figure III.2-72 : OEE Fishbone diagram

Existing
In order to establish an in-depth diagnosis of the current state to detect the problems, which lead
to a high change over time, we opened an action plan.
III.2.3.10.2 OEE% PDCA:
Table III.2-13 : OEE% PDCA.
Deviation – Potential for Root cause analysis

5M
improvement (at least from 5 x why)
Thread guides sections (365-11) is not

Material Unreadable identification
defined for each machine
Non-compliant scanning Reel scanning label color is not optimal

Damaged contacts in the coil Non-compliant return contact packaging
Lack of some crimping tools The capacity study is not optimal
Problem with accessories st-
Accessories station-seals not available
Machine
joints waste
Non-compliant printer Paper
Printer label quality is not optimal
quality
MH2 special network server (logistics) is
Network blocking at CAD level
not available
Maintenance planning is not optimal to
Gross waste section
Big section machine
Environment Insufficient 5S materials The list of equipment is not defined
Refresher training is not targeted towards

Unqualified operator
the least efficient employees
Man
Poor handover between Handover notebook between the operator
machine operator (Quality -reliable guide) is not defined
Loss of performance when The displacement standard according to
changing series the spaghetti diagram is not optimal
Organization of non-compliant The attached stations in a cabinet are not
Method
joint stations organized
The operator motion is not The Spaghetti diagram (spaghetti not
optimal established) is not defined

Existing
III.2.3.10.3 Non-optimal ticket:
After launching our OEE improvement, we defined our problem of scanning in all the services
concerned with the barcode of the goods, especially in the cutting service (See Figure III.2-74).
Figure III.2-73 : Non-optimal tickets

Generally, barcode colors should not be reversed as if the background is dark and cannot be
changed or covered, instead of printing the black bars, just print the white spaces. Table below
III.2-14 expresses more examples of the worst combination of color you can use for your
barcode. Table III.2-14 : Examples of the worst combination of barcode color.
Colors Barcode Description
Light / light Light stripes on a light background or dark stripes on a
and Dark / dark background are not suitable because the contrast
dark between the colors is generally insufficient for scanners.
Conventional barcode readers use red light or infrared

light. It is strongly reflected on red surfaces, which are
Red White therefore interpreted as white. If the background is also
bright, the contrast is insufficient. Even shades with a high
red content (such as pink or orange) are also not suitable in
combination with light colors
Metallic
colors Shiny metallic colors and shimmering effects are
problematic because they might reflect light too much.
Patterns / It goes without saying that patterned backgrounds are not

transparency suitable for reliable barcodes. The same goes for
transparent surfaces that let the dark contents of the
packaging show through, which can affect contrast.
Green / Being the complementary color of red, green also has a
black & blue disadvantage with barcodes: Because green "swallows" the
/ black red light from the scanner, it is interpreted as black.
Turquoise and blue tones are also not suitable for dark
colors.

Existing
In the figure below, we illustrated the different root causes of the scanning issue.
Figure III.2-74 : Different root causes of the scanning issue

After a simulation in the cutting area, we found the data below.
Table III.2-15 : Data funded after simulation in cutting area
Scan Duration Description

Scan the current blue ticket
42s+ Failure
LEONI
Scan the white ticket, simulation with

the same print quality, same cylindrical
1 :12s + Success
surface, same lighting
(Just the difference in ticket color)
Scan the white ticket more discarded

0 :72s + Success
barcode as the supplier ticket
The non-optimal scanning of the label contributes in increasing downtime, which affects
the overall equipment efficiency rate.
III.2.3.10.4 Availability current state:
In order to improve the OEE current state to detect the problems, which lead to a high change
over time, we will launch a SMED site to increase the availability rate of the cutting area by
reducing equipment change or setup time.
III.2.3.10.4.1 CTQ (Critical to Quality):
In order, to identify and ensure the smooth running of our SMED project according to the
DMAIC approach, we will use the CTQ for the define phase. Critical to Quality is a 6Sigma

Existing
tool that is based on diagrams that provide superior quality products by defining the
requirements of the customers in four Steps. Table III.2-16 defines our CTQ project.
Table III.2-16 : CTQ tree diagram.
III.2.3.10.4.2 SIPOC Diagram:

In the define phase, it is recommended to use the SIPOC diagram to build our first sight of the
process improvement project. (See Table III.2-17).
Table III.2-17 : SIPOC diagram.
III.2.3.10.4.3 The different type of process per machine:

The table III.2-18 illustrates the rate of the different type of process per machine in the cutting
area.

Existing
Table III.2-18 : The rate of the different type of process per machine.
C×W C×C C×S S×S S×W
W×W
Machine (Crimp/ (Crimp/ (Crimp (Seal/ (Seal/
(Wire/Wire)
wire) Crimp) /Seal) Seal) stripping)
Total % 85 85 85 42 38 42
The presence rate of the process crimp-crimp is equal to 85%, which is the high run
machine in the cutting area compared to others. Depending on this result, we will treat Crimp
Crimp process in our SMED site.
In addition, its spaghetti diagram contains many steps to follow this is why we choose
KOMAX488s-955 and Schleuniger-906 to base on our data and improvements. In this chapter,
we will define the first step of SMED.
❖ Step1: Identify pilot area and the elements of changeover:
After defining the objectives, the pilot site and the working group, our first objective through
this tool is to improve the performance of the machine, i.e. the improvement of the OEE, by
reducing the time for changing series. Our target is to improve the availability from 48% to
62% in order to get to our OEE target at the end of this site.
So, we headed in the cutting area to make a video during a change then we identified all the
elementary operations. Despite the presence of the camera which has led the operations to
minimize their intervention times, the time of change of series is always important (2312s
➔38.53min). After, analyzing the current state of the machine, we listed our elementary actions
in Annex 3.
III.3 Conclusion:
This step of analysis allowed us to understand the current state to determine the sources of
problems and consequently identify priority actions and areas for improvement.
In the next chapter, we will propose the actions taken and implemented in detail.

Muda Hunting through the DMAIC Approach Chapter IV: Implementation of The
Improvement Actions
Chapter IV :
Implementation of the
improvement actions

Improvement Actions
IV .1 Introduction:
After analyzing the detected data in the previous chapter, we are interested in improving the
results by applying the necessary improvement actions, and by using the tools of the Lean
management concept with DMAIC approach as a strategy adopted for the whole project to
guarantee the quality of our site. First, for each challenge and kind of Muda that we tackled in
the third chapter, starting with the assembly area coming to the next most critical service in the
cutting area. We brainstorm the best solutions for the “Muda” yet the least expensive ones in
order to not overburden the company. Once these steps are completed, we have a systematic
plan to guide our actions and support our effort to eliminate the wastes and achieve our project’s
main goal. Second, we check the improvements applied to standardize them.
IV.2 VSM: Improvement Actions:
As we launched our Muda hunting site with a VSM cartography, which was very helpful to
have a macro scope of the wastes in the assembly area, we are going to implement the
improvement actions of the challenges. After analyzing each root cause of the wastes, we
brainstormed different remedies with a team of experts in order to optimize the solutions that
produce a better result and delivers more value or achieves a better outcome.
IV.2.1 Optimization of USS:
Table IV.2-1 : Optimization of USS

Improvement Actions
IV.2.1.1 Ergonomic USS Station:

To ensure less fatigue, injuries and stress in the USS station during the coiling process, based
on current ergonomic knowledge and anthropometric measurements as shown in Table IV.2-2,
we identified the location of the printer so that the worker’s performance can be improved by
adding simple steps to improve the workstation like shown below IV.2-1.
Figure IV.2-1 : Optimal dimensions for the printer implementation

Table IV.2-2 : Dimensions for an ergonomic workstation
INSTRUCTIONS
Table height should be slightly elbow
height when standing Keyboard.
The keyboard should be at a level
where the elbows are at 90-120°.
Moussing device should be at an

approximate arm’s length away
Shoulders should be dropped at a

neutral position.
The Screen should be at eye level
dropped until back with an angle of
10°-20°.
The lumbar support should be
supporting the natural curvature of
the spine when standing.
The screen of the computer must be
an LCD screens instead of cathode-
ray screens and be oriented
perpendicular to the windows, to
limit reflections.

Improvement Actions
It is also important to ensure sufficient daylight and an outside view at each workstation (Figure
IV.2-2).
Figure IV.2-2 : Sufficient daylight

The movement of scanning the QR Code in the Shelf area loses us 6.75 min per scanning label
in the coiling process for the USS station. Thus, they have a negative effect on worker’s health
since they involve the same joints movement that is repetitive (See Figure IV.2-2).
Figure IV.2-3 : Instructions for workstation creation

Therefore, we came up with a solution that helps the worker scan the ticket faster and more
efficiently. It is a laminated label as shown in the figure IV.2-4, which contains the number and
colour of the wire with a QR Code slot in the middle to facilitate the scanning during the coiling
process. Through this solution, we won 3.34 min per label scanning and we have the
workstations within the MH2 production area are well organized and follow a well-determined
work standard to ensure that workers interact with objects, tools and space in the most efficient,
safe, and healthy possible way.
Figure IV.2-4 : New concept of the QR
Mensi Syrine Code label Page 74

Improvement Actions
IV.2.1.2 Force Program Limits:

Because the Force program causes a lot of problems like false display of twisted SP and pulling
out two labels from the printer instead of a single label. The display of one SP Twisted instead
the current state is inaccessible solution because the system directly uploaded the customer
demand. Therefore, we found the best solution is to create an index, which alerts the worker of
the doubled SPs. As shown in figure IV.2-5, according to the help of the visual lean
management tool, if the SP comes out twice in the display, the first display is indicated by a
yellow color and the second by an orange one.
Figure IV.2-5 : Optimization of SP display on the USS station screen

With this action, we have gained a material profit of 0,0016 € per 1 lost ticket and of 8 seconds
in the coiling time. We also gained in the welding time for the twisted SPs of:
(See Table IV.2-3)
Table IV.2-3 : Profits calculation.
AUDI 3 USS station SP SP / Station
Post 2 CANHK1/2 1
CANHFAS –
CANLFAS
Post 3
CANHFAS2 –
2
CANLFAS2
CANCH/ CANCH2
Post 4 CANLK / 2
CANLK2
638 A1/A2
Post 5
687C1 / C2
2
Total SP 7
Coiling state before (s) 32
actual state (s) 24
Gain per month (NH) 102.66

Improvement Actions
Based on the 5S steps, we propose to the Ratio department a standard for organizing the USS
station shelves were twisted wires are in one station (from the 5 stations) and simple wires in
another. Thus, closing the PVC tubes represented in the figure IV.2-6 to eliminate all
undeclared waste in the tube and to avoid the false location of the Zampiles wires, which leads
to false coiling and welding.
Figure IV.2-6 : USS post organization according to 5S method

IV.2.1.3 Visual Management:
Visual Management is a communication technique that uses visual aids to convey messages
quicker and more efficiently. This service plan (Annex2) contains the method and instructions
standardized for each operation in the station. In case there is missed instructions, which means
that the PDS and the visual management of the post are not compliant, the quality service
considers that the station is illegal to launch the work. Therefore, first we pulled out all the
method (MM) and instruction (AV) mentioned in the PDS in the table below IV.2-4 to make
sure that all the documents are displayed in the workstation.
Table IV.2-4 : USS + AKL
USS + AKL
Ultrasonic Welding AV MEB 019-82
MM MEB 129-82
MM MEB 021-82
Existing and Compliant MM MEB 79-82
Protection AV MEB 216-82
NEO INR
Protection of the ultrasound
MM MEB 199-82
node with AKL
MM MEB 021-82
MM MEB 79-82
Correct position of the
MM MEB 049-82
protection on the knot AV MEB 216-82
NEO INR
Fixing and Identification of Correct CAN wire fixing MM MEB 097-82
welded SPs position AV MEB 002-82

Improvement Actions
Also, we assigned a location for customer claims to be considered in the future orders to get
our client satisfaction by ensuring the quality of products. (See figure IV.2-7)
Figure IV.2-7 : Optimized USS visual management

IV.2.2 Control USS:
Improvements regarding the USS station are in place and need to be controlled to ensure lasting
results and sustained changes. The goal in this final part of the DMAIC model is to see the
impact of the actions to evaluate whether the solutions are shareable with other stakeholders or
not.
Figure IV.2-8 : Workstation optimization percentage from KW8 to KW22

According to figure IV.2-8, we note that, after the implementation of the actions for the
problems that we experienced from KW 8 to KW 16 improvement in the KPIs (PPM, SRAP)
with 64%.
IV.2.3 Optimization of the assembly line:
IV.2.3.1 Optimization of SPs (SP SWA-F/SP SWA-BF):
As mentioned in the analysis part, among the causes of the downtime increase the coiling
method of some SPs. When the SPs (SP SWA-F/SP SWA-BF) are placed on the Brett in LL3
AUDI, the wires overlap. Because of this, the operator loses a lot of time untying the
overlapping wires, which results in poor quality wiring and even the creation of bottlenecks in

Improvement Actions
the assembly line that may stop the chain. Using the analysis in the previous chapter, we have
proposed another coiling method to ensure easy launching of wires on the Brett. This method
involves coiling the short wires together and the long ones together, respecting the length of the
SP as shown in figure IV.2-9. This solution allows us to improve not only the quality of wiring
but also to increase the rate of the line.
Figure IV.2-9 : Optimal coiling method for SP (SWA-F /SWA-BF)

Table IV.2-5 illustrates the results obtained after a simulation during an FSD (full speed day)
carried out on the AUDI 3 assembly line.
Table IV.2-5 : Profits calculation
Method Time Gain/KSK
Current Status 3,20 min

2.14 min
State After 1,06 min
As shown in the table IV.2-5, the new SP coiling method has saved us 2.14 min/KSK in
wire routing time equivalent to 400€ per month., which allows the operator to perform their
tasks on the Brett and have the time to do self-checking.
IV.2.3.2 Optimization of Auftrag Support:
The support of the Auftrag (the KSK configuration) is not ergonomic especially with a
repetitive action and the time pressure. Therefore, they put the Auftrag near the board to be
more accessible. This is a suggested support that will not create an obstacle for the operators in
overcrowded area, efficiency, etc. (See figure IV.2-10).
Figure IV.2-10 : Support Auftrag optimal

Improvement Actions
The benefit of motivating the workers to respect the 5S:

✓ Eliminate the problem of over-lapping Auftrag.
✓ Eliminate Rework repair time.
✓ Eliminate the risk of components damage due to repairs.
IV.2.3.3 Optimization of LVIR bags station:
Costly injuries are averted with a proactive, prevention-focused approach (early intervention)
that seeks out and eliminates worker fatigue and discomfort. The previous LVIR bags support
is not ergonomic for the operators, especially as it is a repetitive action, who is responsible of
taking off the wiring of the board and move it to the BAK station. However, before, they had
to put on the LVIR bag and the airbag bag in order to protect them from damage since they are
fragile and expensive products. (See figure IV.2-11)
Figure IV.2-11 : The current bags support

In order to create a comfortable support, these are the defined its dimensions:
✓ The height of the support = 60 cm.
✓ The height of the yellow kaba =25cm (more space).
✓ The height of the gray kaba =15 cm (more accessible and comfortable to pull of the
bags).
These INRS (National Institute for Research and Security) illustrations figure IV.2-12 indicate,
for each of the main joints:
- In green, the comfortable mobility zones.
- In orange, the demanding mobility zones (difficult in the long run).
- In red, dangerous mobility zones (quickly painful gestures).
Figure IV.2-12 : Operator positions
In this way we defined an angle (20°) for the support to be more ergonomic. We also proposed
a solution from the existing support with greater load capacity that covers all the working hours.
(See figure IV.2-13).

Improvement Actions
Figure IV.2-13 : A standardized support, well-defined position in the assembly line layout
We implemented a support that respects the 5S and is comfortable for the workers. Therefore,
the best position is right in the end of the chain (bandage phase ending) as shown in Figure
IV.2-14.
Figure IV.2-14 : Position of the support in the assembly line

A properly implemented and respected 5S project will:
✓ Improve working conditions.
✓ Improve the values of cohesion and team spirit
✓ Improve employee safety
✓ Indirectly increase turnover
✓ Improve the brand image of the company
✓ Improve the quality of good
✓ Meet deadlines
✓ Reduce time & energy expenditure.

Improvement Actions
Figure IV.2-15 : Agreed Suggestion on hold

These solutions, in the figure IV.2-15, are more advanced and appropriate but we need to
invest in them. Therefore, we are putting them as a future proposition with a proper budget.
➔The design of ergonomic workstations makes it possible to gain both in productivity for the
company, as shown in figure IV.2-16, and in comfort and safety for the employees. This is why
it is important to think about the improvements that can be made to workstations.
Figure IV.2-16 : Performance during working hours

IV.2.3.4 Brett optimization: FA
Non-optimal FAs cause difficulty in banding lead to non-compliant cabling, which means
rework the KSK in order not to receive a complaint from our demanding Audi customer.
Figure IV.2-17 : Actual FA

With the new FA, as shown in the figure IV.2-17, the operator can move away the fork to
bandage the wiring and assemble the clips then bring it back to hold the wiring. This way we
guarantee a comfortable process to guarantee the quality of the wiring.
Figure IV.2-18 : FA with Figure IV.2-19 : FA with an opening for

secondary lock of SITZBF-2 close the secondary lock

Improvement Actions
The handling of the sockets enhances the risk of damaging the component, as shown in
figure IV.2-18. Therefore, the best way is to optimize the FA the way it will not be necessary
anymore to take off the socket from the FA after launching it to open the secondary lock to snap
the wires.
(See figure IV.2-19)
Figure IV.2-20: Not appropriate Figure IV.2-21: FA more

clips mounting clips CL_752 convenient to the assembly
The method of clips mounting, shown in the figure IV.2-20, is not ergonomic to the
collaborator, so the Muda here is wasted time mounting clips CL_752.
Figure IV.2-22: FA with secondary Figure IV.2-23: FA with an

lock of DISP_10Z closed opening for the secondary lock
The new optimized FA reduces wasted time by eliminating secondary sockets re-locking
action. (See IV.2-23).
IV.2.3.5 Assembly line sequence optimization:
Since the whole assembly process is not based on a machine but on a human workforce, we
need a control system adapted to people to obligate every operator to stay in their station. That
will limit the motion of the operators and may cause quality defects of the splices and sockets,
like overlap of the wires crashing contacts or the sockets, mixing the splices... By adding a
gallon, as shown in figure IV.2-25, which indicates the number of every workstation and an
indication on the board of every collaborator workplace, the line manager or any manager for a
service doing a check on the manufacturing work can easily detect that there is an issue if the
number of the workstation doesn’t conform with the operators. The problem may be in the
process or in the material. So here the manager can interfere to solve the issue fast.

Improvement Actions
Figure IV.2-22 : Operators in the workplace

IV.2.4 Optimization of ECT:
A person's visual space is concentrated only in a small area. Reach area and visual space must
be optimally coordinated to avoid unnecessary head movements and frequent bending to reach
tools and equipment. In order to eliminate the motion of the collaborator, we added a local
handle hanging on the table borders for the ones with high frequency of use and with important
volume. The depth is equal 23cm of the handle in order to keep it ergonomic for the worker to
get his accessory easily (See Figure IV.2-26). For the small volume accessories and with poor
frequency we defined a position using the available space on the electrical table layout.
Figure IV.2-23 : Accessories attached Support with Kaba inside the ECT
(a) (b)
Figure IV.2-24 : Accessory support description: (a) from the existing; (b) new concept
For a quick feeding of the support of the high volume articles we defined a small support just
next the ECT as a back up as shown in figure IV.2-27. After treating all the possible solutions
we can add to the ECT , we defined the new layout of the table in figure IV.2-28. It defines the
detail about the position of every implanted solution , considering the position of every operator
and the accessories needed for the workstation. Most waste reduction just requires the analysis

Improvement Actions
and elimination of steps that do not add value for the customer. This is usually accomplished
by simple process changes rather than expensive capital expenditures.
Figure IV.2-25 : New layout of the table

IV.2.5 Optimization of the LVIR Repair Process:
The cost of waste related to fuses and relays is very high following the large number of KSK
rework related to the EBOX as a very critical and expensive socket. So, to respond to the
customer’s need, we suggested to our process service to design and manufacture, as shown in
figure IV.2-29, a test machine that allows testing of fuses and relays to reduce the cost of waste
related to them as a describing a repair method (Annex 4).
Figure IV.2-26 : Test machine of fuses and relays

So added a post in the rework area to test the fuses and relays to reuse the good ones.
(See annex 5).
Figure IV.2-27 : Separation of good and defected pieces

Improvement Actions
IV.3 KFT Waste improvement:

To overcome the weaknesses related to KFT scarps with the least resources and the most
efficient solutions we will study the current state.
IV.3.1 KFT PDCA diagram:
KFT PDCA: You can use an action plan form for the next step after analyzing the different root
causes of the KFT waste, what matters is that you determine objectives, anticipate challenges,
brainstorm solutions and evaluate those solutions to determine the best path. (See Table IV.3-
1). Table IV.3-1 : The KFT Scrap action plan
Root cause analysis

5M Measures
(at least from 5 x why)
See the possibility of separating the two positions

The location of the two KFTs is the same
Unification of the two KFTs
The secondary lock is easy to disassemble Find a solution with the supplier
The method of KSK removal is not respected Updated KSK removal method
Material
Undefined Batches of material as the exact need Define the needs of KFT in small batches
Define a method for monitoring KFT production
The method of tracking material is undetermined (responsible supposed to check that a compliant
batch and date)
FA Clamping
FA non-optimal
or elimination of a holding ball
The classification of kft families in the loading
Classify KFTs by families in the loading plan
plane is undefined (similar KFT)
Preparation of a list which defines all the existing
The list of similar KFTs is not defined
families of AUDI kfts.
Define a KFT support that respects the list of similar
Support Not defined
families of kft
Undefined method of repairing similar KFTs Repair method display
Collection of KFT locks
Method
Locks identification / KFT seg AUDI

Define a standard method for recovering KFT waste
Set a waiting support of the KFs that only misses
The sorting method is not defined
locks
Training about the defined method of KFT waste
recovery
Follow the defined KFT waste recovery method
Define KFT needs by FU
The frequency of use of KFTs is not defined
Decompose the feed quantity into small batches
Environment
The sizes of the operators are not defined

Post balance
according to the operating mode

Improvement Actions
Machine
FA not optimal Demonstrate new FA designs
Brette model not defined Define an optimal board model (FA position, forks,)
MAN
Lack of training emphasizing the value of its

Repair method training
impact on Scrap (job requirement)
Management
Lack of procedure for waste management Development of a waste management standard
This is the action plan we defined to decrease the KFT Scrap rate.
IV.3.2 Optimization of KFT support:
To have a KFT support that considers specifics of the component (type of cars, the length, the
frequency of use, and the familiar families). We will eventually avoid many issues that heighten
its waste rate. We developed some solutions for the support standard.
IV.3.2.1 Classify KFTs by families in the loading plan:
A family of KFT means that they have the same name and the same characteristics. To classify
the KFT component, we use Annex 6.
IV.3.2.2 Preparation of a list which defines all the existing families of AUDI KFTs:
We site as an example the two KFT stufnummer “P00696845” and “P00696860”. They have
the same heads but with different lengths (assuve, accuve). (Annex 7)
IV.3.2.3 Define a KFT support that respects the list of similar families of KFT:
With the same strategy, we defined all the KFT’s families as a start of the support definition
method.
IV.3.2.4 Separating the two positions:
The drawings in their Annex 7 prove that they belong to the same family so we have to put
them in separate positions not to give the operator the chance to mix between them and cause
defects and raise of the downtime of the assembly chain.
IV.3.2.5 Define the combi family:
There are wires with non-significant length difference, so we unify them to remove any chance
of ambiguity.

Improvement Actions
IV.3.2.6 Define the frequency of every component:

Our support contains three rows and five columns. We devised it as in the following table
• 2 columns for asuve
• 2 columns for acuve
• The middle column : * The first row is 1 combi to separate the two types.
* The two last ones are holding positions for the non-compliant
Components.
Table IV.3-2 : Frequency of every component
After
Assuve COMBI Accuve
MR P00787598 P00852852 P00787593 P00787599 P00852860
HR P00787595 P00847647 P00847654 P00852845
LR P00852865 P00787597 P00852871 P00814106
The illustration of the solution implemented in the production chain is presented in figure IV.3-
3. By this solution we created a safer workstation for the KFT launcher which means increasing
the PPM.
Figure IV.3-1 : Optimized KFT support

IV.3.3 Optimized KFT FA:
During our KFT FA analysis in the previous chapter, we mentioned the problem of the KFT
rework because of damaged parts of the head. So, we proposed as a solution for the MMC
department to create a new FA. The launching of the KFT will be on the face where the borders
are with simple form. No bumps or extrusion that risk being damaged by the in and out motion
from the FA as it is illustrated in figure IV.3-2.
Figure IV.3-2 : The in and out motion from the FA

Improvement Actions
IV.3.4 Collect of Secondary KFT Lock:

In order to repair the KFTs that misses its secondary lock and eliminate their waste rate in the
KPI Scrap, we suggested a waste recovery. First, we started to recover the important quantity
of KFT Scrap already available in the waste area. We describe every step in Table IV.3-4.
Table IV.3-3 : Repair scrap KFT steps
Step
REPAIR SCRAP KFT STEPS DESCRIPTION
number
We started to collect the secondary lock of the
important quantity of KFT Scrap available in the
1
waste area.
2 We define locks Kaba for every type of KFT.
Sort every type of lock per KFT per segment (AUDI,

3 NEO, SEAT, ASUVE) using list of components
(annex).
4 Define the responsible for the locks distribution.
Second, we defined a standard of repair method (annex). We take off the secondary lock of the
damaged KFTs before throwing them and collect them with the quality team of the electrical
control table. They are the best for the mission because they’re responsible of quality control
of the wiring so if they detect KFT that misses only the secondary lock they will repair it
instantly with the collected locks. With this action, we recovered only 1301 (6%) locks from
KFT scrap valued at 4683.6 €. Figure IV.3-3 shows 100% KFT recovery gain.
Figure IV.3-3 : KFT recovery Gain

Improvement Actions
IV.3.5 Optimize the Lock:

After a simulation we made to analyze the missing lockers, as shown in the figure IV.3-4, we
found that the secondary lock is easy to disassemble for the KFT “P00696342”. Therefore, we
suggested changing the material of this lock to eliminate the risk of its removal at least as an
intern root cause. (Annex 8)
Figure IV.3-4 : The P00696342 lock

IV.4 Schirm Waste improvement:
The study of the existing in the previous chapter allowed us to identify the causes that led to
the high rate of the Scrap in the AUDI INR segment and to prepare an action plan with the aim
of improving the current state of the segment.
IV.4.1 Schirm PDCA diagram:
We are going to site every improvement action brainstormed then implemented in the next part.
Table IV.4-1 : The Schirm wiring PDCA diagram
Root cause analysis
Nr. Measures
Find a solution with the customer
Lack of talcs between the protective (Change the section of the Shirm wire
sheath and the two insulators from 0.13 mm² to 0.35 mm² according
to the customer requirement)
The wire position in the machine is not Update the position of the wire in the
optimal crimping machine (VKF area)
Determine a material tracking method
The control instruction on receipt in the between VKF and the Audi assembly
Materials
assembly area is not respected. area

Ensure compliance with the method
Lack of control over the effectiveness Application of the 8D method as a
of the actions implemented in the VKF team between VKF and assembly for
zone. each complaint analysis
Define removal instructions for
Schirm wire protection cups
Aggressive removal of Schirm wire
Ensure compliance with protective
protection cups
cup removal instructions
Define a new wire protection concept

Improvement Actions
Define the frequency of feeding by the

VKF Warehouse (Pagoda) according
Batch sizes for each feed are not to the Audi customer's request
defined. Define a batch size of Schirm wires
(Presentation on the current and future
state)
No defined method for the wire Define wire handling method
handling Ensure compliance with the method
Have a ticket for each lot size for
Schirm wires are similar (difference in Schirm wires that indicates the length,
length) cross-section and the corresponding
KOS contact
Defining the Schirm Wire Socket
Removal Method
Disassembly of Shirm socket is not Training on the method of Schirm
correct Wire Socket Removal
Ensuring compliance with the method
Methods
Training on the method of attaching

Protection Tape not correctly applied Tessa Flexi to the Schirm wire
Ensuring compliance with the method
Lack of AF on Brette Development of a new FA concept
Having a visual photo on Brette model
or on the operating procedure
Pin numbers on sockets not legible
indicates how to hold Schirm socket
(short term solution)
Lack of knowledge on the impact of Development of a VA on the impact
Manpower
thin section of Schirm wire of Schirm wire waste per month
Define a prototype of Schirm wire
feed support
Measurement Schirm wire feed support is not optimal
Validation of the Schirm wire feed
support prototype
Optimization of the cutting machine
Non-conforming cutting machine
parameters according to the Schirm
parameters
Machine wire section
PA of electrical control test is not
PA setting to eliminate WACKLER
reliable
The position of the FA / Brette is not Eliminate the lock of FA for the ICAS
Environment
ergonomic connector
IV.4.2 Optimization of the cup :

IV.4.2.1 Short-term solution: SLTG feeding method:
As it has been indicated in the analysis phase, the operator does not use the correct method to
feed the wire supports by Schirms. Therefore, with the help of the quality department, we have
defined a method to ensure that the operator is well guided in their tasks to guarantee the product
quality.

Improvement Actions
These are the optimized method steps:

✓ Step 1: Feed the Schirm support respecting the order and location of the wires.
✓ Step 2: Remove the Gummi first from the protective cup carefully (not simultaneously)
from one side of the Schirm wire.
✓ Step 3: Repeat step 2 for the other side separately of the cable.
Standardized Work is a strategy used to document current best practices, improve the standard,
and ensure that the new standard becomes a baseline for improvement. Therefore, we
standardize this method by documenting the steps (Annex 9). To draw attention to the operators
and the related team to the problem, we created a video with the communication department
about the feeding method and the Schirm cable quality control method and its impact on the
number of detected products that increase the schirm scrap rate.
IV.4.2.2 Long-term Solution: Protection Cup Optimization:
We managed a brainstorming with AUDI assembly line feeders in an attempt find a solution to
the problem. We came to this solution:
❖ Replacement of the cup locking method:
As shown in the figure IV.4-2, we found the best solution is to replace the Gummi with Scratch.
This eases the feeding Schirm, which will motivate the feeder to respect the standard defined
and protect the cable KOSs.
Figure IV.4-1 : Replacement of Gummi by scratch

❖ Change the shape and material of the protective cup:
To find a suitable solution we tried with the feeder different propositions and studied their risks.
Therefore, we decided eventually to have a conical-shape protection cup of material as shown
in the figure below, made up of PVC (Polyvinyl Chloride), malleable material instead of PP
(Polypropylene), rough material. This solution protects the insulating wire from being damaged
by the sharp Edges.

Improvement Actions
Figure IV.4-2 : Change the shape and material of the protective cap
➔ Figure IV.4-3 represents the new solution for the protective cup but they present-Close-up
images since it is an investment that takes time to be duplicated not only in the INR assembly
area (MH2) of LEONI Manzel Hayet but also for all Leoni Tunisia sites.
IV.4.3 Optimize tape application:
As it has been mentioned in the analysis phase, the operator does not correctly apply the
protection Tape (Tesa flex) on the Schirm cable that must cover both the insulating wire and
the jacket. Therefore, we defined a clear method of fixing the protection tape. This method is
presented in Table IV.4-1.
Table IV.4-2 : Method of fixing the protection tape
N. INSTRUCTION DESCRIPTION
Attach Tesa flex to the Schirm cable from the end of
Step
the draw between the protective sheath and the two
1
insulators.
Step
Roll up 3 turns of Tesa Flex.
2
Step Cut the Tesa flex at an angle of 20° to 45° with a

3 scissor to maintain the attachment.
Step
Secure the Schirm Cable Tessa on two sides.
4

Improvement Actions
➔We standardize these steps with the quality department by documenting the steps and
visualizing them above the assembly board (Annex 10). This standardized work helps operators
make a good product in the most effective way, from the first time. Thus, it helps decrease
wastes and increase efficiency to get our client satisfaction eventually.
IV.4.4 Changing the section of the Schirm cable:
According to tests mentioned earlier about the lack of talc and the wire stretching, Leoni group
requires the approachable solution is changing the section of the cable from 0.13 mm² to 0.35
mm² with the customer since our supplier is from the same company “Leoni Cable”. This
change will be executed from January 2023. Annex contains the client confirmation about the
suggested rectification. (Annex 11)
IV.4.5 Reverse wire threats:
IV.4.5.1 Short-term solution: visual management:
The operator makes mistakes in the snapping of the cable in the white socket
(P00497038+P00497033) because the pin numbers are not legible. Therefore, we created a
visual aid on the Brett, as shown in figure IV.4-4, which indicates how the operator maintains
the socket and the location of the clipping of the green and white insulators. This is the simplest
and most effective solution for this error. (Annex 12).
Figure IV.4-3 : Visual Aid for holding socket white

IV.4.5.2 Long-term Solution: The Schirm Mounting Post:
IV.4.5.2.1 The optimal position for our new post:
To eliminate the error of reverse wire from deep down, we extruded the operation of the Schirm
snap by creating a new post next the assembly line. We chose the assembly area and not the
VKF area using the matrix in Table IV.4-3 as an optimal choice of the location.

Improvement Actions
Table IV.4-3 : Optimal choice of the location
The optimal position for our new post in the assembly layout INR AUDI is depicted in
figureIV.4-5.
Figure IV.4-4 : Optimal position for our new post in the assembly layout INR AUDI
➔We presented in the layout the material flow with the green arrow starting from the input of
the raw material ( small train ) until the defined workstation.
IV.4.5.2.2 The Steps of mounting Schirm cable:
Over time, Toyota broke down each process into sub-tasks and small steps to perfectly define
the timing and sequence of the method and thus create a standardized work. This is why we
defined a detailed process of the Schirm cable assembly post, as illustrated in table IV.4-4.

Improvement Actions
Table IV.4-4 : Detailed process of the Schirm

Step Tasks Description
Step Feed the support post with batches of wires after

1 the feeder scans the label.
Feed the Kaba of the station by the components

Step
using a small train which contains the white
2
sockets and the ICAS
Step Coil the cable after checking two sides of the

3 Schirm to ensure the presence of KOS.
Put Tesa Flex on the cable between the end of the

Step
wire insolation and the start of the stripping on
4
both sides
Step Snap the cable into the white socket respecting

5 the Pentabella (operating mode)
Step
Assembly of the white socket in ICAS
6

Improvement Actions
Place the ICAS in the corresponding FA

Step following the layout drawn on the Brett and
7 bandage the Schirm cables from fork to fork with 14 cm
a distance of 14 cm as shown in the figure.
IV.4.5.2.3 Return on investment study:

Return on investment (ROI) is a financial metric that is widely used to measure the probability
of gaining a return from an investment, we used it to see how much we have won according to
this action.
Table IV.4-5 : Return on investment study
The total gain of this improvement action is more than 6K € and influenced the results on
a scrap rate.
IV.5 Control KFT and Schirm scrap:

As indicated in the analysis phase, our actions were carried out in the AUDI INR segment, we
will now see the fruits of our actions.
Table IV.5-1 : TOP 5 Scrap INR-Audi in May.
INR AUDI
Centre Part Num Material group Price en € Tendance
4217 P00399169 EBOX 220 14%
4217 P00519631 KK 159 10%
4217 P00426942 SICH 137 9%
4217 P00374457 SLTG 60 3%
4217 P00628359 SLTG 58 2%
According to the table above, we concluded that KFT is not in the top 5 in the SCRAP rate
and that SLTG has decreased from 3rd rank to 5th rank in the percentage of 13% compared to

Improvement Actions
the scrap trend percentage of February 2022. This result indicates the performance and
importance of our actions in a very short period of three months of my end of studies project
internship.
IV.6 OEE% improvement:
The three categories of loss are further divided into what is referred to as the Six Big Losses,
illustrated in the figure below IV.6-1. One of the main aims of any OEE program is to focus on
the elimination of these Six Big Losses.
Figure IV.6-1 : Six Big Losses

IV.6.1 OEE PDCA:
After analyzing the current situation and detecting the different source of waste in the cutting
area, we developed our action plan (PDCA).
Table IV.6-1 : OEE PDCA :
Root cause analysis

Measures
Thread guides sections (365-11) is Order section wire guides (365-11) for each machine according to
not defined for each machine machine sections
Reel scanning label color is not
Reel scanning label color change, before (Blue)/ after (White)
optimal
Non-compliant return contact
Availability of scratch for contact coil
packaging
The capacity study is not optimal Order tools missing (715- 653- 982) (MH1)
Accessories station-seals not
Ordering of station-joint accessories.
available
Printer label quality is not optimal Change printer label quality
MH2 special network server
Availability of MH2 special network server (logistics)
(logistics) is not available
Maintenance planning is not Monthly maintenance of large section machine (935-922-902-933-
optimal to Big section machine 934)
The list of equipment is not
5S materials for each machine
defined

Improvement Actions
Refresher training is not targeted

Improve the amount of recycling training (focus on faulty
towards the least efficient operators)
employees
Handover notebook between the
Fix on handover notebook between the operator (Quality -reliable
operator (Quality-reliable guide) is guide)
not defined
The displacement standard
according to the spaghetti diagram Facilitate the Spaghetti diagram (spaghetti not established)
is not optimal
The attached stations in a cabinet
Organize joint stations in a cabinet
are not organized
The Spaghetti diagram (spaghetti
Facilitate the Spaghetti diagram (spaghetti not established)
not established) is not defined
IV.6.2 Storage ticket current state:
Barcodes are extremely important for automatic identification and data capture. Certain color
combinations may affect readability. The current scanning errors affect the performance rate
(wire change, KOS), logistics processes (set-up: small steps) and availability (change of series).
Therefore, for good barcode quality, we should consider the following tips: Barcode readers
need a certain light/dark contrast between the bars and barcode spaces so that their sensors can
optimally detect and evaluate the reflected light. The difference in reflection between light and
dark elements is called the print contrast signal (PCS). 80% is the optimal value.
Black and white offers the highest contrast. It is therefore the most reliable and common
combination for industrial markings, such as those made with barcode labels.
However, our supply chain suggested changing the label color from the beginning, as shown in
figure IV.6-2, as a pock-yoke tools only to ease their raw material checking and the inventory
process after living a good overlapping because of a technical problem.
Figure IV.6-2 : Supply chain

Improvement Actions
IV.6.2.1 Short-Term Solution:

Therefore, to solve this problem and best serve all include services we suggested another
solution. To do so, the rule is quite simple: always put dark colors on light backgrounds. Figure
IV.6-3 depicts some examples of suitable barcodes.
Figure IV.6-3 : Examples of suitable barcodes

We kept the blue color of LEONI logo, only went to the lighter blue with a significant PCS or
just adding a blue frame for the label (See Figure IV.6-4).
Figure IV.6-4 : Another solution of barcodes

IV.6.2.2 Long-term Solution :
Datamatrix codes, as shown in the figure IV.6-5, are two-dimensional barcodes and offer a few
additional benefits. As only 20% contrast is sufficient for most 2D barcode readers, they offer
more design possibilities. In addition, they turned out to be less space-intensive and can
therefore be integrated even more discreetly into the design of the packaging.
Use less space despite.
Encode more information (higher data density).
A lower resolution is sufficient for playback.
Can be read in any position (0-360°).
Fault tolerance greater than 30%.
Figure IV.6-5 : Datamatrix Code
However, this kind of code needs special scanners. They can be more expensive in some
applications. Nevertheless, such a vision system can also read conventional 1D
barcodes, which may be a pull factor for purchasing this newer technology.
IV.7 SMED site improvement:
In this part, we will define the last two steps of the SMED site following the DMAIC approach
to improve our OEE %.

Improvement Actions
❖ Phase2: Identify and Convert outsourced internal operations to external

operations.
To better reduce machine downtime, we have applied actions improvement on internal
operations selected from Annex 3 with the aim of outsourcing the maximum. These different
actions are summarized in (Annex 13).
❖ Phase3: Reduce/Streamline internal and external operations.
In a second step, we proposed improvement actions, which will relate to the elimination or
reduction of the internal and externalized actions execution times and this by applying practical
solutions as it is illustrated in the table.
Before Improvement action After
The line runner places the

Mix between the two
labels on the SMED table in
labels when putting the
the tool input area before
samples on tool n-1
the change over time
Outsource
Mark
that
indicates
The kraft wrapping paper the
Unlock the kraft wrapping from the n contact coil is
beginnin
paper from the n contact unlocked and the beginning
coil of the wire is indicated with g of
a mark contact

Improvement Actions
Move the plastic cover of The number of plastic

the n-1 of conipacks of covers is equal to the 1
wires onto the n of number of conipacks of
conipacks of wires wires in the cutting area
2
Spreading the n-1 coil

The conipacks of wires are
closer to the position where
the maintain of the n wire
Move the conipacks of

wires closer to the position
of the n wire
The Operator put the trash

Throw the kraft wrapping
can in the pocket of his
paper in the trash
apron

Improvement Actions
The start
of the
wire
The start of the wire is

Find the start of the wire
indicated by marks on the
conipacks
top of wire conipacks
Return PDEK and samples Return PDEK and samples to Quality Officer after the
to Quality Officer launch of serial command n
The Label of the conipacks

Take the label of conipacks
of wires is placed on the
of wires n
plastic cover
Move to work support
Use the SMED tools table

Place the coil n-1 in the to facilitate the setup time
working support
Reduce
Disassemble air tube from

press
Remove the n-1 contact
Actions are shared with the linerunner
Roll the kraft wrapping
paper from the contact coil
n-1

Improvement Actions
Loosen the contact coil

from the support
Replace n-1 contacts coil

with n coil in Worktable
Mount the contact coil n to

the support
Tighten the contact coil on
the bracket
Remove tool n-1 from side
2
Put tool n-1 on Work
Table
Take tool n from side 2
Mount tool n from side 2
Fix air tube from side 2
Remove the kraft wrapping

paper from the n contact
coil from side 2
Put the kraft wrapping

paper next to the machine
from side 2
Attach contact n to the tool

on side 2
Clean the tool with
compressed air
Move to the measurement
station
Back to work
Scan the machine from
side 2
The operator scans side 2 of the machine only in the wire
Scan tool from side 2
crimp command
Scan conipacks of wires
side 2
In this context, we made improvements to the machines, and tried to reduce tasks that cannot
be outsourced to optimize the time of the change of series.

Improvement Actions
❖ Phase 4: Standardize the changeover tools and process.

In order to eliminate the sources of variation of the manufacturing, we standardized the different
steps of the cutting process and the tools during the changeover, defined in Annex 13.
We were able to optimize the changeover time, which went from 38.53 min to 3.91 min for our
pilot machine KOMAX488s-955 and Schleuniger-906. We obtain eventually the availability
rate expressed down below:
Operating real time
Availability% = ; which overcome our target starting from 48%.
Planned time
Also, we have created a spaghetti diagram (Annex14) to indicate to the operator the new method
of the changeover in crimp crimp process and to ensure its correct application.
IV.8 Conclusion:
This last chapter was devoted to the presentation of all the improvement actions that we have
proposed and that have been implemented within the AUDI segment, RL3 as pilot chain. First,
we carried out actions to eliminate the Muda in the assembly area steered by VSM cartography.
Second, we focused on the waste indicator for both KFT and Shirm as top scrap families in
MH2 (INR KSK). The application of these actions allows us to achieve our efficiency (82%),
waste (0.289 €/NH) and PPM (13864) objectives which were set by the method manager.
Finally, we carried out the improvement actions to reach our objective in terms of OEE in the
cutting area. For the OEE, we implemented our actions still we have not reached yet our target
(48%) within our dead line end of studies project.

Muda Hunting through the DMAIC Approach General Conclusion
General Conclusion
Faced with the turbulence of the industrial environment and the increasing competition
between automotive wiring manufacturing industries, LEONI Menzel Hayet relies on its
standards and set of management tools aimed to improving its system of production. It is in this
perspective that the present work falls, which aims to eliminate all MUDAs by applying the
appropriate LEAN manufacturing tools to improve the efficiency of the AUDI INR chain, and
therefore the causes of performance decline.
My mission as an intern was, first, the study and diagnosis of the current situation of the
company. Following an analysis of the data, we found different sources of wastes almost in
every substation of the assembly area. For this reason, we used the VSM cartography to draw
our path following the KSK process in AUDI segment as a MH2 improvement pilot.
On the one hand, we used the PARETO diagram to draw the problem heads and generate
action plans and on the other, we have developed a 5S standard that allows us to reduce wire
waste and make the workstations more ergonomic, the visual management to standardize our
defined optimized processes to eliminate the variation sources.
Subsequently, we defined an action plan to eliminate the non-value-added operations and

achieve the targeted objective, which is essentially the elimination of Muda and the
improvement of production indicators. This approach has enabled us to save 78790 € per wave.
Secondly, we continued to improve the waste indicator through a cause-and-effect analysis

as a track that contains a lot of gain, but the production does not focus on it since they are
always seeking to achieve the best efficiency with the least PPM. This approach has enabled us
to save 1262 hours per month. And as a result, in the assembly area we have reached 82%
efficiency on target 70% after we started with 38% efficiency and reduced the Scrap rate from
0.308€/NH to 0.192€/NH on a target of 0.2€/NH. These are considerable gains for an
automotive industry in terms of productivity, time, and money.
Thirdly, we launched an OEE site to improve the key performance of the cutting area as the
second most critical service in Leoni manufacturing. The improvement actions defined in its
action plan we have not seen its fruit yet. However, we estimated our gain equal to 580.5
NH/month.

Muda Hunting through the DMAIC Approach General Conclusion
Finally, it should be noted that we could still improve the production line. Indeed, we can
refine the KANBAN part by using new technologies in an E-KANBAN project, which is used
to manage stock quantities in an intelligent and an automated way.
As a conclusion, during my end-of-studies project internship carried out within the Leoni
MANZEL HAYET company, I was able to put into practice various Lean manufacturing tools
applied to a production line, which put me in front of the real difficulties of the professional
world.

Muda Hunting through the DMAIC Approach
References
[1] LEONI, «LEONI,» LEONI Group, [En ligne]. Available:

https://www.leoni.com/en/company/history/.
[2] L. Group, «Locations of the LEONI Group,» LEONI Group, [En ligne]. Available:
https://www.leoni.com/en/company/locations/.
[3] L. Group, «LEONI,» Leoni Group, [En ligne]. Available: https://www.leoni-wire-

products-solutions.com/en/about-us-new/certificates/.
[4] file:///C:/Users/user/Downloads/hazem_____A%20des%20KPI%20SEGM%20PROD%
20CHASSIS.pdf, «Amélioration des KPI’s de segment de production châssis».
[5] «Web manager center,» [En ligne]. Available:

https://www.webmanagercenter.com/2018/05/07/419545/leoni-menzel-hayet-va-creer-5-
nouveaux-emplois-pour-les-regions-de-sousse-monastir-et-mahdia/.
[6] S. LIMITED, «Signal Hire,» Signal hire, [En ligne]. Available:

https://www.signalhire.com/companies/leoni-menzel-hayet-monastir.
[7] file:///C:/Users/user/Downloads/PFE3.0%20(1).pdf, «PFE3.0,» 2021.
[8] L. Group, «Leoni Group,» Leoni Group, [En ligne]. Available: https://www.leoni-
process-industry.com/en/products/product-finder/.
[9] «Leoni Group,» Leoni , [En ligne]. Available: https://www.leoni-process-

industry.com/en/products/.
[10 L. Group, «LEONI,» [En ligne]. Available: https://www.leoni-special-

] vehicles.com/en/products/.
[11 «Connector Supplier,» 2022. [En ligne]. Available:

] https://connectorsupplier.com/automotive-wire-harness-content-increasing/.
[12 E. cablaggi, «Errebi Group,» [En ligne]. Available: https://www.errebi-

] group.com/fr/automobile.
[13 K. Zeitung, «Kronen Multimedia,» [En ligne]. Available: https://www.krone.at/2662532.

]
Mensi Syrine
[14 I. 2022 ProjectManager.com, «ProjectManager,» [En ligne]. Available:

] https://www.projectmanager.com/blog/what-is-lean-manufacturing.
[15 T. Ltd, «Twi,» 2022. [En ligne]. Available: https://www.twi-global.com/technical-

] knowledge/faqs/faq-what-is-lean-manufacturing.
[16 ProjectManager, «Project Manager,» 2022. [En ligne]. Available:

] https://www.projectmanager.com/blog/what-is-lean-manufacturing.
[17 T. Panneman, «MudaMasters,» [En ligne]. Available:

] https://www.mudamasters.com/en/lean-production-theory/toyota-3m-model-muda-mura-
muri.
[18 Kanbanize, «Kanbanize,» 2022. [En ligne]. Available: https://kanbanize.com/lean-

] management/six-sigma/dmaic.
[19 O. T. LLP, «Visual Mitra,» 2021. [En ligne]. Available: https://visualmitra.com/10-

] simple-steps-for-5s-implementation/.
[20 C. C. Studies, «Clarity,» 2022. [En ligne]. Available:

] https://www.clarityvisualmanagement.com/technique/vm-visual-management/.
[21 sixsigmastudyguide, «Six sigma study guide,» [En ligne]. Available:

] https://sixsigmastudyguide.com/value-stream-mapping/.
[22 V. I. Inc, «LEANPRODUCTION,» 2011- 2021. [En ligne]. Available:

] https://www.leanproduction.com/smed/.
[23 V. I. Inc, «LEANPRODUCTION,» 2011- 2021. [En ligne]. Available:

] https://www.leanproduction.com/smed/.
[24 sixsigmastudyguide, «Six Sigma Study Guide,» [En ligne]. Available:

] https://sixsigmastudyguide.com/kaizen/.
[25 tecnical, «Tecnical 30+,» [En ligne]. Available: https://www.tecnical.cat/en-software-

] oee-efficiency-monitor-industry-digitization-industrial-automation-catalonia-spain.html.
[26 «businesstradeintunisia,» Chambre de commerce et d'industrie du centre , [En ligne].

] Available: http://www.businesstradeintunisia.com/market_place/partners/view/288.
[27 L. Group, «LEONI,» Leoni Group, [En ligne]. Available: https://www.leoni-wire-

] products-solutions.com/en/products-solutions/wires/single-wiresround-wires/.
Mensi Syrine
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Annex
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Annex 1: The VSM Pictogram
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Annex 2: Monitoring plan of USS
Plan de surveillance
Prototype: X Pré-Série: X Série: X Date de création /
Personne à 1ère Date d'Homologation:
contacter / Homologation: 15/03/22
Numéro du plan de surveillance: Téléphone :
3-104 15/11/18
Khaled Hachicha Validation par QM Système 1ère
/QM Homologation par QM Manager:
Nom de pièce / Numéro/ Indice de Chadha Bahrouni
Salem Jilani/QM
changement technique : Rétrécissement Mabrouk raouf
/C4_3.9 Les indices de changement Équipe de travail: Date de révision:
technique sont sous l'adresse: Amir Hamouda/ Etat :
\\svtnmfile01\05-Engeniering\ PE- IE 15/03/2022
PS1\Modulliste Med Walid Bchir / 12
\\svtnmfile01\05-Engeniering\ PE- QM
PS2\Modulliste Jamel Ben Ameur
/QM
Ridha Chihani /
Titre de AMDEC relative : production
FMEA-P-MEB_KSK-WTNMH-Soudure- Rami Attia / PPE
Ultrason-Ultrasonic welding-FR-EN- Mouaine Abd Dernière Homologation par QM Manager :
2022_03_15 Lahmide / PE Thabet Med Ali
Information
Client:
Derrière révision de NEO/ASUVE/SE
LOKID LEONI: AT\AUDI
AMDEC:
WTNMH Processus:
15/03/2022
Soudure Ultrason
Caractéristiques Méthodes
Descript Classificati Produit/Spé Échantillon
Nr Systèm
ion du on cification Plan
Étape Machine, e de
Processu Des Méthode de
/ Outils de N des contrôl Contrô
s/ Produit Processus Caractéris Gran de réactio
Proces production o. caractéristiq e Fréquence leur
Opératio tiques deur contrôle n
sus ues/ appliq
n spéciales
Tolérances ué
Mensi Syrine
Selon
Programm
Chaque e,
command Plan de
e ou travail
Selon réglage A4 ;
Programme, Selon
de la étiquette
Plan de IP303
Visuel/sc machine / de coupe Opérat
travail A4 ; 100% 9 ; IT
anner Chaque combina eur
étiquette de 3006
démarrag ison
Machine Combin coupe et IT
Combin e correcte
de 1. aison du combinaiso 3018-
1 aison !C Chaque selon
Soudure 1 noeud
correcte n correcte arrêt 05; IT
Utrason correct program
selon non TN
planifié me de la 3628
programme
machine IT
de la
USS 3054-
machine Selon 05
USS
Program
25 2 me plan Agent
Visuel Pièce fois/poste/
de travail QM
s machine
A4
Selon Selon
Program IP303
Fil me 9;IT
correct Selon étiquette 3006
(Type, Programme, de coupe
Section, et IT
Choix 2. étiquette de visuel/sc plan de Opérat
2 Manuel Couleur, coupe selon 100% continu 3018-
des fils 1 anner travail eur
longueur plan de 05; IT
Date A4 TN
travail A4
Découpa l'annexe 3628
ge) 4 du IC IT
TN 3054-
3403 05
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Selon
Program
me selon
25 2
plan de Agent
Visuel Pièce fois/poste/
travail QM
s machine
A4 IC
TN 3403,
annexe4
Selon
IP303
9;IT
Simulati 3006
Selon
Système de on par et IT
Chaque ITTN
2. vérification des fils Selon IT scannag 1 operat 3018-
démarrag 3406
2 par scannage 3478-05 e des piece eur
e selon 05; IT
fonctionnel étiquette
annexe 1 TN
s de test
3628
IT
3054-
05
Outil selon
d’élimina IC 3042, IP303
tion de l Sous IC TN Opérat 9; IT
100% Continue
isolant loupe 3403, eur
3006
Eliminat dénudé annexe 4
/peigne ;IP
ion de
Selon IC 3003
l'isolant Brin de
3. 3042 IC et IT
3 dénudé( cuivre
1 TN 3403 3018-
pré- aligné
annexe 4
dénudag Positionne Selon IC 05 ;
e) ur du 25 2 IT TN
TN 3403 Agent
machine Visuel Pièce fois/poste/ 3628
annexe 2, QM
s machine IT
annexe 4
3054-
05
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Annex 3: The current state of the changeover machine
Outsourc
Comments (Difficulties,
Reduce
Tasks Time (S) Successive operations
e
contingencies, etc.)
3 Open the housing of the cutting machine
12 Remove contact n-1 from side 2 of the tool
Roll the Kraft wrapping paper from the coil Protection of wire contacts
Removing the n-1 (KOS) contact coil 6
of contact n-1 against dust and sweat
from side 2
Remove the n-1 contact coil from the
3
support
2 Place coil n-1 next to the machine
Remove tool n-1 from side 2 and put the

5
Dismantling tool n-1 from side 2 screen aside
5 Put the samples on tool n-1 Mix between the two labels
Move to the accessory table to take the tool

6 Simultaneous actions
and the coil n
Return to the side of the machine with the

3
Mounting the coil and tool n from side 2 tool and the coil n
Mount the coil after tool n on side 2 in the

7 Simultaneous actions
appropriate positions
5 Fit the air tube
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3 Tighten the stopper on the contact n coil
Dismantle the cover and remove the Kraft

7 wrapping paper stock from the packaging
roll support
Throw the Kraft wrapping paper in the

5
trash
2 Move to work support
2 Place the coil n-1 in the working support
Unlock the Kraft wrapping paper from the

8
n contact coil
11 Fix the contact n on the tool of side 2
8 Tighten the press on contact n
Check tool operation from

11 Make three vacuum contact crimp samples
side 2
2 Scan the machine from side 2
1 Scan tool from side 2
5 Scan coil side 2
Remove the kraft wrapping paper from the

7
contact coil
2 Put the paper in the trash
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1 Take the scan tool and put on the table
6 Disassemble the n-1 wire from the machine
Coiling the wire and put it back in the coil

1
n-1
4 Take the label of the coil of the wires n
Move the plastic cover of the n-1 wire coil

5
onto the n wire coil
Coiling and place the rest of the wire of coil

Change of wire coil on the side 1 7
n-1
1 Spreading the n-1 coil
Move the coil closer to the position of the

2
n wire
6 Take the wire out of the cover
Assemble the wire between the rollers of

22
the cutting machine
1 Push the button to hold the wire in position
1 Take the scan tool
Change the contact coil on the side 1 2 Scan Wire Coil Label n
31 Disassemble air tube from press
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3 Remove n-1 contact from side 1
Roll the kraft wrapping paper from the

7
contact coil n-1
4 Loosen the contact coil from the support
Replace n-1 contacts coil with n coil in

4
Worktable
4 Mount the contact coil n to the support
2 Tighten the contact coil on the support
1 Remove tool from side 1
3 Put tool n-1 on Work Table
5 Look for the label
2 Put the label on tool n-1

Change the tool on side 1
3 Take tool n
7 Mount tool n
2 Fix air tube
6 Tighten tool n on side 1
Remove the kraft wrapping paper from the

Mounting the contact coil on side 1 33 Closing the contact coil
n contact coil
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Put the kraft wrapping paper next to the

3
machine
8 Find the start of the contact coil
11 Attach contact n to the tool on side 1
Check tool functionality

6 Make three vacuum contact crimp samples
from side 1
10 Clean the tool with compressed air
1 Scan machine
1 Scan tool from side 1
2 Scan coil side 1
2 Return Scan Tool to Work Table
Protection of contacts
18 Remove the packaging from the contact
against dust
2 Take the scan tool
6 Move to Trash
2 Throw the kraft wrapping in the trash
4 Scan the side 2 contact coil label
2 Put the scan tool back in its place
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Close the housing and enter the necessary

21
settings
20 Make samples to check parameters
10 Check samples with a magnifying glass
Correct parameters following sample

11
control
2 Open the housing
4 Move to Side 1
Wire Placement on side 1 Ensure the position of the

7 Check the position of the press wire in relation to the
contact
4 Release the press using the keyboard
9 Check the position of the press
2 Release the press using the keyboard
3 Tighten press to side 1
8 Back to Screen
6 Close the housing
Center the wire with the eye

Wire Placement on side 2 20 Open the housing and tighten the press
press contact
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Have the optimal distance

15 Press up between the wire and the
distance contact d= 5mm
13 Close the machine housing
10 Make a sample
Measure the height on the copper in our

16
case H =0.66mm
Adjust the height on the

23 Loosen the press 10 turns copper of the height H =
0.76 mm from the side 2
61 Move to the measurement table
Adjustment: the height on the copper and Measure the height on the plastic using a
the height on the plastic of side 1 to 20 cylindrical palmer h=1.30mm
ensure the lips of the contact on the
plastic and the copper of the wire 64 Back to the cutting machine

9 Loosen the press 4 turns
plastic h = 1.50mm
Eliminate the crimp from

3 Position the wire height the contact with side 2 of the
wire
7 Enter adjustment parameters
2 Make a sample
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14 Measure the height of copper
7 Move to side 1 of the cutting machine
4 Loosen the press on the copper height
Repeat adjustment due to

3 Loosen the press on the height of the plastic crimping of contact with
side 2
4 Back in front of the machine on side 2
Recheck the measurements using the

204
palmer
7 Check tolerances using a guide (PDEK)

1 Loosen the press on the copper height copper according to the
tolerances
3 Back in front of the machine
1 Put PDEK next to the working support
17 Make a sample
16 Measure sample
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Loosen the press on the copper height
The position of the wire

14 Make another sample relative to the tool is not
optimal (empty crimping)
2 Loosen the press on the copper height
12 Make a sample
6 Check the sample by eye
2 Make a sample manually Detect if the tool tightens
Tighten tool n from side 2 and make a

44
sample
Check side 2 measurements Decrease the height of the

29 Measure sample and clamp tool copper from H=0.93 mm to
H=0.76
Make a sample and check the pitch on the

19
copper
The contact is mounted tight

23 Loosen the tool and make a sample
on the wire
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20 Measure sample and loosen the tool
on the wire
Make a sample and check the pitch on the

34
copper

17 Loosen the tool and make a sample
on the wire

22 Measure sample and loosen the tool
on the wire
Loosen tool and close from the machine Closing the machine
23
housing housing on the tool
Make a sample and measure the height of The contact is mounted tight
21
the copper on the wire
Loosen the tool, make a sample and Ensure the measurements

33
measure the height on the copper are right
The machine stops if a fault

Do four-sample machine learning 86
is detected (Self-check)
Measure the height of copper in the three Check the measurements by

67
training samples the process agent
Move to "measurement" post 42
Measure width on crimp copper for

17
training samples using Vernier calliper
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Measure the width of the crimp plastic

for the training sample using a 73
Micrometre screw gauge
Return to post 42
Check the crimping of the

Make a cut image using a Microscope 46 contact lips on the cores is
correct
Set the required wire length parameters Eliminate the case of the
79
according to the tolerance intervals torn contact
Carry out a tensile test of the wire on side

1 with a minimum force F=50N and
41
replace the measurements in the
parameters
Carry out a tensile test of the wire on side

2 with a minimum force F=50N and
51
replace the measurements in the
parameters
Put the label on the samples (5 re-

stripping wires + 2 tensile test wires + 1 17
wire crimped on both sides)
Make a stripping sample of distance d=

43
3.6mm
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Make a final sample of side 1 and put a

41
label
Make a final sample of side 2 and put a

30
label
Return PDEK and samples to Quality

55
Officer
Move to the measurement station 84
Measure stripping part of the wire using

18
a Vernier Caliper
Back to work 50
Return the tool to its place 8
Startup 27
Total (s) 2312 661 21
Total (min) 38.53 11.02 0.35
Percentage % 100 28.59 0.9
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Annex 4: Operating mode Self-maintenance Relay and Fuse Test machine

Temps
N° Description Photos Fréquence Moyens/ outils
(S)
Vérifier l'état de propreté du

poste de travail 5 S selon
1 Début de poste Visuel 20
layout et nettoyer si
nécessaire
Vérifier le bon
fonctionnement du
2 Début de poste Simulation 20
sectionneur d'alimentation
et du bouton poussoir
S'assurer de l'existence et
3 Début de poste Visuel 10
du bon état des gants
Pinceau
éliminer la poussière au
1 niveau de l'emplacement du Fin de poste 30
test des relais et fusible
Vérifiez la présence des

2 affiches d'avertissements Fin de poste Visuel 10
de sécurité
Aspirateur
Balai
Pelle
Dégager les déchets et les
3 résidus tout autour de la Fin de poste 60
machine
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Annex 5: Method of the fuses test machine use

Nr Mode d’utilisation : 3004 Version : 01
Processus : Test relais et fusible
Marque et Type de machine :
Nr série machine: …………………………………………………….
1- But :
Utilisation de la machine de la façon la plus optimale pour garantir un bon résultat et garantir la plus grande durée de vie possible de cette machine
2- Domaine application :
LWSTN
3- Responsabilité :
Opérateur, Chef d'équipe, QM, TD 4- Mise en service :
4.1- S’assurer que le système de contrôle relais est branché au réseau électrique
4.2- Appuyer sur le sectionneur d’alimentation.
4.3- La voyante sous-tension s’allume
4.4- Positionner le « Relai » dans le posage dédié :
4.5 - Par la présence de produit la lampe s’allume en couleur bleue
*Appuyer sur le relai pour faire le contact avec les pointes

de tests. *Activer le bouton poussoir noir avec une simple pousse dédier pour le produit
Si le relai change d’état et la lampe s’allume en couleur verte : Résultat (relai fonctionnel)
Si la lampe s’allume en couleur rouge : Résultat (relai non fonctionnel)
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Annex 6 : A client requests
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Annex 7: P00696860 & P00696845 drawing
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Annex 8: Negotiation Email with the supplier to change KFT lock
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AAnnex 9: Schirm cable feed method
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Annex 10: Cable schirm fixing method
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Annex 11: Negotiation Email with the customer to change Schirm section
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Annex 12: Method of mounting Schirm cables
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Annex 13: Improvement actions of the SMED site
Responsibl Dura
Num Operation Sub-operation Timing Description Comments Tools
e tion
Open the housing of the cutting
1 Pivot 3 3
machine
Remove contact n-
1 from side 1 of Pivot 6
Remove contact the tool
2 6
n-1 Remove contact n-
1 from side 2 of Operator 6
the tool
Remove the air

Pivot 1
Remove the air tube from side 1
3 1
tube
Remove the air
Operator 1
tube from side 2
Loosen the tool
and set aside from Pivot 4
Loosen the tool side 1
4 4
and set aside Loosen the tool
and set aside from Operator 4
side 2
Roll the Kraft
wrapping paper
from the coil of Pivot 8 The role of the
Roll the Kraft
contact n-1 from Kraft wrapping
wrapping paper
5 side 1 14 paper is to
from the coil of
protection the
contact n-1 Roll the Kraft
contact of the wire
wrapping paper Operator 14
from the coil of
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contact n-1 from

side 2
Cut the kraft

wrapping paper
from the coil of Pivot 1
Cut the kraft the contact n-1
wrapping paper from side 1
6 1
from the coil of Cut the kraft
the contact n-1 wrapping paper
from the coil of Operator 1
the contact n-1
from side 2
Pivot 2
This action will
Put the kraft wrapping paper in the of
7 2 allow us to save a
the worker's apron
Operator 2 lot of time
Dismantle the stop

of the contact coil
and remove the The stop
Dismantle the contact coil n-1 Pivot 5
stop of the from the support The stop is used to
contact coil and of the side fix the coil of the
8 remove the 1simultaneously 5
contacts on the
contact coil n-1
Dismantle the stop support
from the support
of the contact coil
simultaneously
and remove the Operator 4
contact coil n-1
from the support
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of the side 2
simultaneously
Take the tool and

the contact coil n-
Pivot 1 Coil
Take the tool 1 of the side
and the contact 1simultaneously
9 2
coil n-1 Take the tool and Tool
simultaneously the contact coil n-
Operator 2
1 of the side 2
simultaneously
Place the tool n-1
on the SMED Pivot 1
table from side 1
Place the tool n-
10 1 on the SMED 2
Place the tool n-1
table
on the SMED Operator 2
table from side 2 Input
Tool
side
Replace contact
Replace contact
coil n with contact
11 coil n with Pivot 3 3
coil n-1 on the
contact coil n-1
SMED table side 1
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on the SMED
table
Replace contact
coil n with contact
Operator 3
coil n-1 on the
SMED table side 2
Take the tool and

the contact coil n
Pivot 3
simultaneously
from side 1
Take the tool
and the contact
12 3
coil n Take the tool and
simultaneously the contact coil n
Operator 3
simultaneously
Output
from side 2
Side Tool
Place the tool n on

the machine from Pivot 6
side 1
Place the tool n
13 6
on the machine Place the tool n on
the machine from Operator 6
side 2
Place the coil n on

Place the coil n
the support of the
14 on the support Pivot 4 4
machine from side
of the machine
1
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Place the coil n on

the support of the
Operator 3
machine from side
2
The support of
the machine
Fix the stop on the
Pivot 2
coil from side 1
Fix the stop on

15 4
the coil Fix the stop on the
Operator 4
coil from side 2
Remove the
contact start
Pivot 7
indication from
Remove the side 1
16 contact start 7
Remove the
indication
contact start
Operator 4
indication from
side 2
Lock the contact Lock the contact
coil to the coil to the contact
17 Pivot 11 11
contact fixing fixing point from
point side 1
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Lock the contact

coil to the contact
Operator 6
fixing point from
side 2
Fix the contact on

the tool from side Pivot 28
1
Fix the contact
18 30
on the tool Fix the contact on
the tool from side Operator 30
2
Fix the air tube

Pivot 8
from side 2
19 Fix the air tube 8

Fix the air tube
Operator 5
from side 1
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Pivot 5
20 Take the hexagonal key of the apron 5 Hex Key
Operator 5
Tighten the
contact fixing Pivot 9
Tighten the screws from side 1
21 contact fixing 9
Tighten the
screws
contact fixing Operator 9
screws from side 2
Hang the air tube

Pivot 7
in its hook side 1
Hang the air

22 7
tube in its hook Hang the air tube
Operator 7
in its hook side 2
Put back the cover

Put back the
of the kraft
cover of the
23 wrapping paper Pivot 4 4
kraft wrapping
support from side
paper support
1
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Put back the cover

of the kraft
wrapping paper Operator 4
support from side
2
Pivot 4
Take the end of the kraft wrapping

24 4
paper and cut the unwanted part
Operator 4
Fix the kraft

wrapping paper on
Pivot 1
the support from
side 1
Fix the kraft
25 wrapping paper 3
Fix the kraft
on the support
wrapping paper on
Operator 3
the support from
side 2
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Tighten the kraft

wrapping paper by
Pivot 6
pressing the button
from side 1
Tighten the kraft

wrapping paper
26 6
by pressing the Tighten the kraft
button wrapping paper by
Operator 6
pressing the button
from side 2
Put the trash in the can next to the

27 Operator 2 2
machine
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Cut and crumple the Kraft wrapping

Pivot 2
paper
Casing
Roller
Move to the roller guard Operator 4
28 4
Move to the trash can Pivot 2
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29 Open the roller guard Operator 1 7
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Empty the pocket of the apron Pivot 7
Roller
Remove the wire from the roller Operator 1
30 8
Move to side 2 of the machine Pivot 8
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Wrap the wire Operator 3
31 3
Scan the machine from side 2 Pivot 3
32 Put the wire in the Conipacks n-1 Operator 3 3
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Scan the tool from side 2 Pivot 2
Fixation of
the
beginning of
the wire with
tape
Take the beginning of the wire Operator 1
33 2
Scan the coil of contacts of side 2 Pivot 2
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Place the wire in the clamp Operator 9
wire in the
34 9 clamp
Move to dimension 1 of the machine Pivot 5
35 Place the wire in the tube Operator 15 15
Tube
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Scan the tool from side 1 Pivot 2
Roller
Place the wire in the roller Operator 8
36 8
Scan the contact coil of side 1 Pivot 2
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Place the wire in the tool Operator 8
37 8
Move to the wire coil Pivot 3
39 Tighten the wire Operator 12 12
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Scan the coil of wires Pivot 2
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Annex 13: Spaghetti Diagram
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Abstract:
This work is a part of an end-of-study project to obtain my professional Master’s degree

diploma specialty Mechanical Production for the academic year 2021-2022. The project was
developed throughout the internship period at LEONI. It consisted of Muda hunting to eliminate
every Non-Value added for the customer of LMH in the AUDI segment as a pilot KSK by
studying waste rate Scrap, internal PPM rate. The improvement was carried out using Lean
Manufacturing tools following the DMAIC approach.
Résumé :
Ce travail s'inscrit dans le cadre d'un projet de fin d'études pour l'obtention de mon diplôme de
Master professionnel spécialité Production Mécanique au titre de l'année académique 2021-
2022. Le projet a été développé tout au long de la période de stage chez LEONI. Il consistait à
chasser Muda pour éliminer toute Non-Valeur Ajoutée pour le client de LMH dans le segment
AUDI en tant que KSK pilote en étudiant le taux de rebut de déchets, le taux PPM interne.
L'amélioration a été réalisée à l'aide d'outils de Lean Manufacturing suivant l'approche DMAIC.
Mensi Syrine

Muda Hunting Project Through The DMAIC Approach

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Muda Hunting Project Through The DMAIC Approach

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Dedication

To my dear uncles, aunts, my dear cousins, to the whole family.

Syrine Mensi iii

Mensi Syrine vii

Mensi Syrine viii

Mensi Syrine xii

In this optimization orientation, LEONI launches scientific improvement and innovation

This work is mainly structured around the following chapters:

Figure I.2-1: LEONI Tunisia Certifications [4]

I.2.6 Organisation of the Site :

Figure I.2-3: LEONI Organization Chart

➢ the Development Service (AV: Arbeits Vorbereitung) is specialized to conduct the

I.2.6.9 Production Department:

I.2.8 LEONI’s Customer :

Figure I.2-4: The customers of LEONI Menzel Hayet

Figure I.3-1: Location of the cables in the car [11]

I.3.2 The components of the automotive Cable:

Figure I.3-2: Example of an automotive wiring [13]

Figure I.3-3: Wiring production process

Figure I.3-4: Import Warehouse

Figure I.3-5: Cutting Station

Figure I.3-6: Pagoda

Figure I.3-7 : VKF station

Figure I.3-8: Assembly line

Figure I.3-9: BAK station

Figure I.3-10 : ETC station

Figure I.3-11 : RFA station

Figure I.3-12 : Q-gate station

Figure I.3-13 : Packaging

Project tasks 5. Increase workshop productivity while remaining sensitive to workstation

Table I.4-2 : Project Schedule: GANTT.

II.4 The type of manufacturing wastes:

Figure II.4-1: Three types of manufacturing wastes [17]

Table II.6-1 : The 5 steps.

Figure II.6-1: The three major phases of SMED system [23]

Abderrahmen Aissa TLPE: Production Engineer Team Leader

III.2.1.2 The SWOT analysis diagram:

Figure III.2-1: SWOT Analysis diagram

Figure III.2-2 : Q4 e-Tron AUDI

Figure III.2-3: AUDI segment

Figure III.2-4: Detailed layout of the Audi line3

III.2.2.3 Number of operators in the production line

Figure III.2-5:February Audi Downtime tracking

Figure III.2-6 : Downtime causes in Audi Assembly Area

Figure III.2-7: Current VSM of AUDI segment

Mensi Syrine Page 29

Figure III.2-8 : The Layout USS JIT Pre-assembly line

Mensi Syrine Page 30

Figure III.2-9 : USS Station

Figure III.2-10 : Shelf wires USS station

Mensi Syrine Page 31

Figure III.2-11 : Fishbone Diagram of USS.

Mensi Syrine Page 32

Deviation – Potential for Root cause analysis Responsible

The location of the

Coiling station is not ergonomic screen in the coiling

accordance with the order

number are missing

Mensi Syrine Page 33

Figure III.2-12 : QR Code location

Figure III.2-13 : Printer location

Mensi Syrine Page 34

Figure III.2-14 : unsuitable USS Computer Station