Brian Ennis Operations Manager, Lucchini

Brian Ennis Operations Manager Lucchini UK

06/22/11

Pagina 2

Lucchini Sites

Lucchin i UK Mancheste r 11.000 m2

Lucchin i Sweden Surahamm ar 15.000 m2

Zhibo Lucchini Taiyuan Shanxi Province 41.000 m2

Lucchi ni RS Lovere 130.000 m2 06/22/11

Lucchin i Poland Warsaw 7.000 m2

Customers

Others (include) London Underground GE Freight Irish Rail SA Railways USA

Employees 180 Direct Employees 136 In-Directs 44 Production Capacity: 35,000 loose wheels pa 8,000 wheelsets p.a 5,000 axles p.a. 720 gearbox maint pa

The need for change

Why change
100 year old site 100 year old culture Changes in the market Regain our competitive edge Breakdown barriers Develop a continuous Improvement culture

MISSION STATEMENT
To continuously improve our service, products and people for the benefit of our customers
To exceed where no one else has, the stars
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being the best, reach for

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MISSION STATEMENT
Excellence In All We Do

Lukomotion Our vision for Excellence

Foundations Changes to T&Cs Regulate pay grades flexible working lukomotion launch manifesto for Excellence values 5 key drivers

Excellence In All We Do

Lukomotion
Lets go to work

Excellence In All We Do

Lukomotion

5 key drivers

PEOPLE

Quality

5 Key Drivers

Environment

Elimination Of Waste

Safe Working

Excellence In All We Do

Lukomotion
A Company where Personal Commitment for the Safety of others is Second Nature L u cch in i U K Ta k in g R e sp o n sib ility fo r o u r Im p a ct o n th e E n v iro n m e n t L u cch in i U K Tu rn in g W a ste in to G a in To re a lise th e P O T E N T IA L o f a ll o u r E m p lo y e e s a n d to m a k e LU K a G re a t p la ce to w o rk W e su p p ly rig h t, first tim e a n d e v e ry tim e

Excellence In All We Do

Lukomotion HOW
Task Team with measurable objectives

Ta sk Te a m w ith m e a su ra b le o b je ctiv e s In h o u se C h a m p io n s o f L E A N P e rso n a l R e co rd o f E x ce lle n ce fo r a ll e m p lo y e e s Ta sk Te a m w ith m e a su ra b le o b je ctiv e s

Excellence In All We Do

Lukomotion MAS survey & Assessment

LEAN MANUFACT U R I N G
criteria L1 m ea su re Company Vision structure and deployment of company Vision and mission. Goal/objective setting level 1 level 2

Elimination Of Waste

CHAMPION
level 3

Brian Ennis
l ev el 4

level5

target

current 3

auctioneer BE

no business plan exists. No structured measurement methods are in Developing a plan, idea of where it wants to be but not yet Performance management system in place for Company objectives are annually set to improve place. Company has no shared vision or objectives as to where it created details behind it . Little or no connection between employees(identifies goals /objectives , lists the key performance indicators (KPI's ) The wants to be in the future . Reactionary structure . plan and shop floor activities . Employees lack activities & KPI's but lacks the tie -in of an objectives are cascaded throughout the understanding of jow they can support the company integrated business plan. Measures are in place but organisation. Improvement activity is aligned to objectives . not relevant to achieving the vision. the business plan .

A clear business plan is in place. KPI's to 5 support all goals /objectives have been developed and cascaded . Clear on its approach to the market and customers and everyone knows how they fit in to the future vision

L2

Work place organisation

organised workplace and housekeeping

No workplace organisation on the shop floor. All areas are generally disorganised and cluttered . It is not clear what is needed and what is not needed .

There have been occasional (ad hoc) initiatives to remove Clean organised work areas. Locations for tools and Discipline is high on the shop floor and 5S Formal 5S improvement activities are planned 5 unnecessary items from the workplace. Generally prompted by materials are clearly marked and in there place. principles are applied in the non production according to the improvement targets and audits company management or customer visits . Scrap /rework clearly separated . Some understanding areas (offices conference /teams rooms etc ) A place are performed by management . Improvements have of 5S (sort straighten, sweep , standardise, sustain) for everything and everything in its place. been sustained and audit scores have become a KPI

SB

L3

Visual Management

visual information on key issues

No examples of visual management beyond basic H &S, production Some indication of production status on the shop floor. control is viewed as the responsibility of supervision . Some foot printing in evidence to show locations for Information considered necessary is supplied to those responsible equipment and inventory on a need to know basis.

Production status is visually displayed and clear at all times on the shop floor . All dangerous operations are clearly marked. Inventory levels are not clearly marked but locations are designated. All information is regularly updated.

Current production status and impact on achievement of company targets is clear at all times on the shop floor. Inventory locations are marked and some levels are specified where required .

Wide range of visual management tools are used 5 throughout the facility. The status of production and area performance (safety , quality, Cost , delivery , People ) is transparent to everyone. Inventory levels and locations are clearly marked .

2 .5

HM

L4

7 Wastes

There is a limited understanding of waste within the organisation. Training on 7 wastes has taken place. Waste can now be re - Waste walks have taken place . Opportunities have No formal training of waste identification reduction / elimination organised in the organisation. Some people understand an been identified and improvement projects have led (7 - wastes = Transportation , inventory , motion , waiting , can give examples of non value added activities to waste being reduced in some areas. overproduction , over-processing , defects )

Operators are given time and encouraged to identify and reduce /eliminate waste as part of their everyday activities

The proportion of time spent adding value 5 (significant increase in value add / non value add ratio ) has been maximised. New processes are designed to be waste free .

1 .5

BE

L5

Flow

Layout is 'functional' equipment being grouped in 'same as types' Economic batch sizes are used throughout the factory . Some Buffers exist between stages of manufacturing . Single piece flow is used wherever possible . with large amounts of WIP (work in progress ) between operations batch size reduction has taken place. Some pull systems Buffer levels are reducing as underlying Kanban is used for coupling processes. Product (i .e . departmentalised ) Large batch 'push' production resulting in exist . Bottlenecks evident resulting in some queuing production problems are surfaced and resolved . and information is processed to customer order long throughput time Bottleneck operations are systematically (pull ) identified and actions taken to remove constraints

Many processes have been combined to deliver a singe flow, customer 'pull' process. WIP flows with little interruption from one value adding operation to the next without intermediate storage

2 .5

JL

L7

Continuous Improvement Culture

No improvement teams are in place. Improvement is someone else's responsibility . Suggestion schemes exist but are not used extensively

Training in measurement and problem solving methods has Improvement teams have been established - most take place . People have started to take responsibility for people are involved in project teams. Most people their processes . contribute ideas for improvement

Project teams focus on those vital few improvements which licked to company objectives . Standard means of involving CI (continuous improvement ) into day-to -day activities are in place, through visual management and review /meetings

Improvement teams from all levels of the 5 business produce consistent results. Management records show improvements in all KPI's as a result of the approach . Everyone is involved and encouraged to embrace CI

1 .5

BE/SB

L8

Condition and maintenance of tools and equipment

Frequent machine breakdown with no downtime information . Machines PM plans in place for some selected pieces of equipment , are dirty and there is no planned maintenance schedule or but majority of maintenance activity is for unplanned checklists. Equipment maintenance is generally reactive downtime . Only maintenance technicians work on machines. Little information available on downtime causes

A planned preventative maintenance program operates for production plant and equipment . Corrective maintenance is undertaken where relevant . Operators take responsibility for routine cleaning and lubrication

All equipment has PM plans with checkpoints posted . Machine uptime as charted verses established target. The prime measures for monitoring maintenance performance is OEE (overall equipment effectiveness )

A total productive maintenance programme operates. Operators playing a crucial role in autonomous maintenance . Efforts are being made to design out equipment failures . Challenging OEE improvement targets are set

2 .75

BE/SB

L9

Capacity and demand management

No planning system, production based on which customer is chasing parts or parts with high value . No concept of value streams or product families. Little knowledge of lead time, cost or future demand requirements

Some planning and scheduling in place . Team leaders often produce there own work to list , changes to schedule not communicated , schedules often overload work centres . Ad hoc capacity analysis

Runners repeaters strangers analysis taken place to define product family groups or where best to plan within the product variety. Some parts remain that do not fit the family well and cause disruption .

Planning and scheduling being developed toward fast change and flexibility focussed on customer demand to improve on time deliveries . Work undertaken to produce a level schedule

Planning and scheduling implemented with clear visual management for the shop floor to understand what they are doing and when . Kanban systems in place at correct levels 100% OTIF (on time in full ) is the norm , batch sizes are challenged

2 .5

CF

L10

Factory / Office Organisation

No strategy

Strategy defined but not deployed

factory areas examined

office areas examined

Organisation layout optimised and evidence of results

2 .5

BE/SB

Excellence In All We Do

Lukomotion Assessment

Excellence In All We Do

Lukomotion Project plan

Excellence In All We Do

Lukomotion Learning providers

name r callaghan stewart brennan peter o'hara ian gilmore stefano ganzerla sean barson adam odell nick parsons billy dean steve brierly tony wilson john twemlow dave cole john birch david gill eric heywood dave andrews r callaghan stewart brennan peter o'hara ian gilmore stefano ganzerla sean barson group / entry level managers managers managers managers managers managers team leader team leader team leader team leader team leader team leader team leader team leader team leader team leader team leader managers managers managers managers managers managers course iosh iosh iosh iosh iosh iosh acceleration acceleration acceleration acceleration acceleration acceleration acceleration acceleration acceleration acceleration acceleration acceleration acceleration acceleration acceleration acceleration acceleration to to to to to to to to to to to to to to to to to lean lean lean lean lean lean lean lean lean lean lean lean lean lean lean lean lean key driver H&S H&S H&S H&S H&S H&S Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste to to to to to to to to to to to to to to to to to Gain Gain Gain Gain Gain Gain Gain Gain Gain Gain Gain Gain Gain Gain Gain Gain Gain qualification if appl iosh certificate iosh certificate iosh certificate iosh certificate iosh certificate iosh certificate provider boxberrie boxberrie boxberrie boxberrie boxberrie boxberrie MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI durat ion ? ? ? ? ? ? cost ? ? ? ? ? ? 2950 2950 2950 2950 2950 2950 2950 2950 2950 2950 2950 2951 2952 2953 2954 2955 2956 start ?? ?? ?? ?? ?? ?? Jan-11 Jan-11 Jan-11 Jan-11 Jan-11 Jan-11 Jan-11 Jan-11 Jan-11 Jan-11 Jan-11 Jan-11 Jan-11 Jan-11 Jan-11 Jan-11 Jan-11

all employees

all

Business improvement techniques NVQ

Waste to Gain

funded

racheal marsh dave aldred dave jones brian hughes Okidum Alan Jervis Rob Pollock an other an other an other

QC's QC's QC's QC's QC's works works works works works council council council council council

Problem Problem Problem Problem Problem

Solving Solving Solving Solving Solving representation representation representation representation representation

Quality Quality Quality Quality Quality people people people people people

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all employees all employees Dave cole

all all Team leader office staff

whats lean NVQ inventory management lean office

Waste to Gain People People Waste to Gain

? DLC

13500 funded 1500

eef six sigma green belt

1 day

260 67906

23rd mar & 28th sep

Excellence In All We Do

Lukomotion learning Timeline

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Excellence In All We Do

Lukomotion learning Centre

Company Investment 9000 hrs learning

time

in 2011

Most of the learning will take place in our learning centre

Excellence In All We Do

Lukomotion

Learning ACHIEVEMENTS/ progress

Dec - Environmental Awareness 100% Jan - Health & Safety Survey 100% Jan - Whats Lean AWARENESS course 100% Feb - Acceleration to Lean 20% Mar - Acceleration to Lean Apr - Acceleration to Lean Apr - ISo14001 ENVIRONMENTAL CERTIFICATE awarded may - Acceleration to Lean May - iosh departmental managers may/june - Visits to jaguar land rover 50% June/OCT - Fellowship lean projects JUNE - Quality awareness 100% JUNE - Problem solving 15% Sep - TEAM LEADER training OCT/DEC - Behavioural safety coaches 15%

Excellence In All We Do

Lukomotion IMPROVED FACILITIES

Excellence In All We Do

Lukomotion IMPROVED FACILITIES

Company Investment 9000 hrs learning

time

in 2011

Most of the learning will take place in our learning centre

Excellence In All We Do

Lukomotion Continuous learning

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Involvement
Flexibi lity

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Inte ty gri

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Reward
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Empowerment

Recogniti on

Excellence In All We Do

Lukomotion

Thanks for Listening

Excellence In All We Do