Product Development for Lean Manufacturing How Freudenberg-NOK Integrates Lean Product Development into APQP March 2007
Aras Community Network Spring 2007
The Freudenberg and NOK Group
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$7.5 billion in total annual sales, with global automotive sales of ~$4 billion One of only 8 in the top 100 OE automotive suppliers that has global balance in each of the three major automotive markets - Asia, Europe and North America - Automotive News Offers world-class product development and manufacturing at 57 automotive operations in 27 countries - facilities include: 9 25 in North and South America 9 21 in Europe 9 11 in the Pacific Rim
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One of the world's largest non-tire rubber fabricators, annually produces 10 billion components worldwide
March 27, 2007
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Automotive Products • Sealing packages for engines, transmissions, brakes, axles and steering • Complete noise, vibration and harshness (NVH) reduction components and packages • All rubber, plastic and PTFE components for suspension, electrical and fuel systems March 27, 2007
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Lean at Freudenberg-NOK
Where’s the Product Development for Lean Initiative? Nothing formal, It just happened organically March 27, 2007
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Product Development at Freudenberg-NOK • We are a SKU warrior 9 Many individual unrelated components
• Evolution of Product Development Process 9 Focused on Program Mgt within APQP context 9 Tried to avoid having our solutions deployment stagnate into an “engineering only” system
• Focused on broad, phase-based product development with emphasis on high level tasks and deliverables • Using Aras Innovator for over 4 years March 27, 2007
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Approaches to Lean in Product Development “Acme Stamping” Current State Stream Map
Applying Lean Techniques to Engineering
6-week Forecast Michigan Steel Co.
Weekly Fax
State Street Assembly
Daily Order
MRP
18,400 pcs/mo -12,400 “L” -6,400 “R”
920 pcs/day
500 ft coils
Tray = 20 pieces
Weekly Schedule
2 shifts
Tues. + Thurs
Daily Ship Schedule
Stamping
I Coils 5 days
200 T
S. Weld #1
I 4600L 2400R 7.6 days
1
C/T=1 second C/O=1 hour Uptime=85%
5 days
1100L 600R 1.8 days
1
1600L 850R 2.7 days
1
1200L 640R 2 days
1
2700L 1440R 4.5 days
1
1
Production
4.5 days Lead time =23.6 days
2 days 62 seconds
Shipping
I C/T=40 sec. C/O= 0 Uptime=100%
1
2.7 days 46 seconds
1x Daily
Assembly 2
I C/T62 sec. C/O= 0 Uptime=100%
1
1.8 days 39 seconds
Assembly 1
I C/T=46 sec. C/O=10 min. Uptime=80%
1
7.6 days 1 second
S. Weld #2
I C/T=39 sec. C/O=10 min. Uptime=100%
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Kennedy & Liker TPDS Methodology
90/60/30 day Forecasts
Production Control
40 seconds
Value Added =188 sec. Time Acme Stamping Steering Brackets Current State (Date)
Basic Considerations March 27, 2007
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How We Approached Lean Development Basic Lean Considerations during Product Development 9 Slot into an existing Lean Product Family? 9 Use existing Value Stream and / or Sequence of Events? 9 Existing preferred suppliers qualified for Lean deliveries? 9 Targeting specific lines or work cells? 9 Takt Time calculated prior to launch? 9 Tooling & equipment ‘quick change over’ SMED ready? 9 Design for manufacturability include poka yoke “mistake proofing”? March 27, 2007
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Fundamental Goals 9 Reduce Time to Volume at Launch 9 Ensure Highest Quality Levels 9 Eliminate Waste During Production Ramp 9 Achieve Operations and Supply Chain Readiness 9 Reduce Associated Preproduction Preparation Costs 9 Maximize New Product Profit Margins March 27, 2007
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APQP – Lean Touch Points Lean Processes
Standard
Value Engineering Value Analysis
APQP Checklist
(DPTP) Design To Production Transition (DFSS) Design for Six Sigma 3P
All APQP phases have activities that initiate Lean Processes March 27, 2007
Poka Yoke (Mistake Proofing) Standard Work Takt time Slide 9
Competitive Practices APQP Context Concept
Design
Development
Launch
Manufacture
Company Proprietary
Deliverables
APQP
Phase 1 - Plan & Define Program
Phase 2 - Product Design & Development Verification
Phase 3 - Process Design & Development Verification Phase 4 - Product and Process Validation Phase 5 - Feedback Assessment & Corrective Action
Customer / Plant Specific Templates
GM Ford DCX March 27, 2007
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Program Dashboard Use Dashboard Approach Able to Drill Down to Actual Activities to take Action if Needed March 27, 2007
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KPI Metrics Freudenberg-NOK Flawless Launch Program
Executive Scorecards Measure • Customer Satisfaction • Plant Launch Performance Track 9 Quality KPI Metrics 9 Service 9 Readiness 9 Timeliness 9 Profitability March 27, 2007
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Future Direction • Live Documents 9 Improve document control during phase 2 & 3 9 SIMPLE integration, eliminate share drives
• Project Request Process 9 Use Aras Innovator for project initiation up front 9 Manage program initiation process 9 Use workflows with projects » Who’s working on what » Hours charged » Results achieved
• These are areas we think offer collaboration opportunities moving forward March 27, 2007
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Summary • Standardizing APQP has allowed us to standardize our signaling to kick off Lean processes • APQP like Lean is a process not a project • After 15 years and thousands of Kaizens, we still see lots of low hanging opportunity March 27, 2007
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