GKN Driveline Spain - Aspromec · GKN: La implicación de las personas, clave para el éxito y excelencia de la empresa Para ello, nos focalizaremos en : −Develop the leadership

CVJ Systems

AWD Systems

Trans Axle Solutions

eDrive Systems

GKN Driveline Zumaia La implicación de las personas, clave para el éxito y

excelencia en la empresa

Koldo Lizarazu.

XVI Encuentro del mecanizado. Elgoibar, 26 Febrero 2015

2

Introducción

¿ Quién y qué es

GKN

GKN Driveline Zumaia

Implicación de las personas, clave para el éxito y excelencia

de las empresas

INDICE:

3

GKN: ¿ Quién y qué es?

GKN GROUP

Updated – 03 Sept 2014

5 GKN OVERVIEW PRESENTATION 2014

GKN Aerospace

A leading first tier supplier to the

global aerospace industry.

A Tier 1 Supplier to the major OE manufacturers in Automotive, Aerospace and Land Systems markets

GKN Driveline

A world leading supplier of

automotive driveline systems

and solutions.

GKN Powder Metallurgy

One of the world’s largest

manufacturers of metal powder

and sintered components.

GKN Land Systems

A leading supplier of engineered

power management products,

systems and services.

2013 - Sales by division

Driveline

(45%)

£3,416m

Aerospace

(30%)

£2,243m

Land Systems

(12%)

£899m

Other

(1%)

£104m

All group financial data in this document relates to 2013 unless otherwise stated. Sales figures are presented on a management basis

Powder Metallurgy

(12%)

£932m

Global engineering group

Sales of £7.6 billion in 2013

48,000 people in more than 30 countries

6

GKN Driveline

7

GKN Driveline – product segments

CVJ Systems AWD Systems Trans Axle Solutions eDrive Systems

CV Joints

Sideshafts

Propshafts

Transfer Units

AWD Couplings

Disconnects

Final Drive Units

Differentials

Limited Slip &

Locking Differentials

eAxles

eTransmissions

eMotors

8

A complete driveline solution

Leadership in all major product lines

9

GKN Driveline – at a glance

24,000 employees

45 manufacturing

locations

22 countries

2013 Sales: £3.42bn

GKN Driveline is a world leading supplier of automotive driveline

systems and solutions. As a global business serving the leading

vehicle manufacturers, GKN Driveline develops, builds and supplies

an extensive range of automotive driveline products and systems –

for use in the smallest ultra low-cost car to the most sophisticated

premium vehicle demanding the most complex driving dynamics.

10

Brazil

India

U.K.

France

Spain

Italy

Slovenia

Turkey

Malaysia

Thailand

Colombia Singapore

Taiwan

Japan United

States China

South

Korea

Australia

Mexico

Manufacturing plant

Joint Venture

Corporate office /

Engineering centre

Sweden

Poland

Germany

Russia

Driveline – Global footprint

11

Driveline – Engineering footprint

3 Research & Product

Development Centres

7 Global Product Centres

10 Application Engineering

centres

2 Proving Grounds

12

GKN Driveline – customer brands

http://en.wikipedia.org/wiki/Image:GM_Daewoo_logo.png

13

14

GKN Driveline Spain

VIGO

GKN Driveline Vigo


Site : Zumaia

ZUMAIA


Site : Legazpi

LEGAZPI

15


Production area: 22.500 m²

Employees 2014: 301

Products :

– Male & Welded Tulips

– Plunging Tripod Joints (GI & AAR)

– Complete shafts

– Bevel gears

Other global services

– R & D Engineering Technology

– Product testing

– Application Engineering

– IS / IT, Finance, Purchase …..

Sales 2014: 76 m€

16


17


18


50 personas

Producto y Proceso

SW para calculo, diseño y simulaciones

Laboratorio de Ensayos

Global Product Centres para Sideshafts y eMotors

Otros servicios globales en ZUMAIA

19

GKN: La implicación de las personas, clave para el éxito y excelencia de la empresa

GKN: La implicación de las personas, clave para el éxito y excelencia de la

empresa

20


1. Convencimiento

21


[ …… “ El negocio lo hacen las personas …. “ ]

Christian Grey en “ 50 sombras de Grey “

[ …… “ Diversius son las personas que lo componen. Buscamos

el talento, la inquietud, gente a la que le guste venir a trabajar ….. “ ]

Félix Vela, fundador de “ Diversius “; Diario Vasco 22.02.2015

EI concept

Involving people and teams in daily

continuous improvement

22


1. Convencimiento 2. Preparación

23


Para ello, nos focalizaremos en :

− Develop the leadership SKILLS and BEHAVIOURS to create and sustain a continuous

improvement culture

− Put into place Employee Involvement SYSTEMS, TOOLS and SKILLS to be able to make small

improvements everyday

− Integrate into CI PLANS

The aim of People Excellence is:

A commitment to unlock the TALENTS of

PEOPLE to create a CULTURE where

CONTINUOUS IMPROVEMENT is inherent in

‘the way that we do things’

24

1. Overproduction

2. Rework

3. Transportation (parts or

information movement)

4. Over-Processing

5. Excess Inventory

6. Waiting (parts or people)

7. Motion (people)

The LEAN 7 + 1 Wastes

8. Lack of Employee

Involvement

(not unlocking and

harnessing people’ talents)


25



3. Conocer / confirmar punto de partida

26

“ I am not satisfied with GKN management because management did not proper discuss about any problems”

“ I like to find new

ways for solving

problems and

implement them”

“ We are always trying to

give good suggestions to

improve ..but local

management is not taking

care of the same”

“ Suggestions of employees are not considered”

“ The management

fails to understand

the problems faced

by workers at an

individual level”

“ Our daily problems

are somewhat

ignored by our

superiors”

“Management never

takes employees

suggestions

seriously”

“The middle management

people hardly considers

the suggestions or

opinions of subordinates”

“ If a worker suggests

something then there

is no plan to

implement his

opinion”

Employee Surveys


27




4. Definir punto de destino

28

GKN Driveline Zumaia Visión 2018

GKN Driveline Zumaia will be the company perceived by GKN as

EXCELLENT, both in its Operations and its COMPLEXITY Management.

Being a REFERENCE in the development of new products in GKN and the

Automotive sector.

Giving our people the chance TO DEVELOP their skills

Respecting the ENVIRONMENT and our environment.

Zumaia, January 2013

29

Lean Enterprise Strategy – ZUM main areas

30




4. Definir punto de destino 5. Escoger herramientas de trabajo

31


Primary Visual Displays

Information centres controlled and

used by EI teams to manage their

performance and:

ONLINE improvement actions that

the team can implement by

themselves.

OFFLINE improvement actions that

need external support to be

implemented.

Daily EI Meeting A daily stand up meeting for 5 to10 mins to cover issues/performance, but mainly focused on supporting & organising continuous improvement actions

Kaizen Action Sheet System A system that allows EI teams to capture and share ideas, problems and solutions to help improve their process performance and work environment

Weekly EI Time Allocated time on a weekly basis for EI teams to implement continuous improvement actions, carry out actions to achieve enabler goals, do training, problem solving on process issues etc.

Assessing & Planning

EI team uses enablers to assess their

current status, set their own enabler

goals and identify actions to achieve next

level enabler scores, which are verified

by Leaders

Verifying & Recognising: Regular system checking is in place so EI teams can self-check and for leaders to coach and support EI teams in EI systems, Enabler Deployment, VSM, etc.

EI Teams are being recognised for achievements consistently and appropriately by all site Leadership

EI Problem Solving Tools:

- 7 + 1 Wastes

- Ask 5 Why’s Analysis

- Brainstorming

- Pareto Charts

- Quadrant Chart

- Fishbone Diagrams

- A3 Problem Solving

32

Assessing & Planning

EI Team members self assess against Lean Enterprise

Enablers levels.

EI team members set goals and actions to achieve

next level enabler score.

Each EI Team’s plan is periodically verified and

support by Leadership.

EI activities: assessing and planning

MANTENIM. AUTONOMO

Enabler5S

ANALISIS INEFICIENC.

GESTION VISUAL

TRABAJO ESTANDAR

KAIZEN

33





6. Aplicar dichas herramientas

34


1,80 2,35 2,47 2,42 2,69 2,78 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 2,78

1,80 2,42 2,58 2,89 2,98 3,02 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 3,32

1,70 2,26 2,43 2,49 2,69 2,79 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 2,86

1,81 1,81 2,05 2,13 2,46 2,64 0,00 0,00 0,00 0,00 ##### ##### ##### ##### 0,00 0,00 0,00 0,00 2,47

1,40 2,10 2,37 2,60 2,87 2,98 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 3,00

1,70 2,23 2,43 2,38 2,65 2,72 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 2,74

2009 2010 2011 2012 2013 2014 ENE. FEB. MAR. ABR. MAY. JUN. JUL. AGO. SET. OCT. NOV. DIC.Obj.

2014

4 5

AZA.ABU. IRA. URR.

1 2 3

MAI.MAR. API.2014

Enabler

2009 20112010

LAN

ESTANDARRA

KAIZEN

MANTENTZE

AUTONOMOA

ARAZOEN

AZTERKETA

IKUSIZKO

KUDEAKETA

Enabler

5S

Enabler

5S

2012 2013 URT. OTS. EKA. UZT. ABE.

Enabler

Helb.

2014

TRABAJO

ESTANDAR

KAIZEN

MANTENIM.

AUTONOMO

ANALISIS

INEFICIENC.

GESTION

VISUAL

GKN Driveline Zumaia 2014 PUNTUAKETA - 6 ENABLERS - VALORACION

Arduraduna / Responsable Josu Azpiazu SCIL ZMI

35


36

Daily EI Meeting

A daily stand up meeting for 5 – 10 minutes in their work area.

Held by EI Team members to cover daily issues and performance, but mainly

focused on supporting and organizing continuous improvement activities for that day.

EI Team members review their Primary Visual Display (PVD) continuous improvement

actions for opportunities to implement actions that day.

Communication brief for the team.

EI activities: Daily meeting

37

Daily EI Meeting


38

Daily EI Meeting


18 años de experiencia ( desde 1996 ) ( minicompañías )

Extendido en toda la empresa:

Más de 16 reuniones diarias

Adaptada a las características del departamento

Al comienzo de la jornada

Al comienzo de la tarde

Cada 4 horas

39

Daily EI Meeting


40

Primary Visual Display

Information centers in the workplace which are owned and controlled by

EI team members, not management. They are used to display:

− Performance indicators managed by the team (e.g., Enabler scores productivity,

defects, customer satisfaction, attendance, skill matrix, problem solving)

− Are posted, reviewed and updated on a daily basis by the team members.

− ACTIONS!

EI activities: Primary Visual Display

41



Diferentes intentos en el pasado. Mucho de ello con poco éxito

Bien implantados en departamentos “ de oficinas “

Implantación cuasi nula en el taller

……….. Desde 2012

Extendido en toda la empresa:

Adaptada a las características del departamento

+ Dinámico

+ Estático ( medio – largo plazo )

42



43



44

Kaizen Action Sheet System Kaizen Action Sheet System – improvement ideas at the place of work

A method that allows natural work teams to capture ideas, problems and solutions to

help improve their work environment.

It ensures that the issues are highly visible and kept in the minds of all the team

members.

There is a system of selecting the most important ideas (Top 5) that will be worked on.

KAS actions outputs are put onto action lists for implementation and assign

responsibility for each “TO DO” and to determine when an issue may be solved.

EI activities: Kaizen Action Sheet System

45

Kaizen Action Sheet system

EI activities: Kaizen Action Sheet System

Hemos pasado del papel a otras herramientas de ayuda

RADAR, PRISMA …..

Espinas de pescado, análisis 8D, PPS …

Tabla de actividades Kaizen Vs Célula

46

Weekly EI Time

Allocated time on a weekly basis for EI teams to carry out

continuous improvement activities:

− Planning & assessment against Enablers and other data

− Team training

− Implement improvement actions

− Problem Solving

EI activities: Weekly EI time

47

Weekly EI Time

EI activities: Weekly EI time

18 años de experiencia ( desde 1996 ) ( minicompañías )

Extendido en toda la empresa, principalmente en “ oficinas “:

Más de 16 reuniones semanales

Extendido en el taller desde 2012

Más de 12 reuniones semanales + 9 mensuales

Adaptada a la naturaleza del departamento

48

Verifying & Recognising

System checking is in place to enable leadership to coach and support EI

Team members in:-

− Employee Involvement Systems

− Lean Enablers deployment

− Value Stream Management

Natural and cross functional EI Teams are being recognised for

achievements consistently and appropriately by site Leadership

A system for recognition is understood by all site leadership

EI activities: Verifying & Recognising

49

Verifying & Recognising


15 años de experiencia ( desde 1999) ( minicompañías ) con

Informes “ Marcha de la empresa “

Desde hace 3 años, frecuencia semanal.

50


51


52





6. Aplicar dichas herramientas 7. Chequear nueva situación

53


1,80 2,35 2,47 2,42 2,69 2,78 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 2,78

1,80 2,42 2,58 2,89 2,98 3,02 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 3,32

1,70 2,26 2,43 2,49 2,69 2,79 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 2,86

1,81 1,81 2,05 2,13 2,46 2,64 0,00 0,00 0,00 0,00 ##### ##### ##### ##### 0,00 0,00 0,00 0,00 2,47

1,40 2,10 2,37 2,60 2,87 2,98 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 3,00

1,70 2,23 2,43 2,38 2,65 2,72 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 2,74

2009 2010 2011 2012 2013 2014 ENE. FEB. MAR. ABR. MAY. JUN. JUL. AGO. SET. OCT. NOV. DIC.Obj.

2014

4 5

AZA.ABU. IRA. URR.

1 2 3

MAI.MAR. API.2014

Enabler

2009 20112010

LAN

ESTANDARRA

KAIZEN

MANTENTZE

AUTONOMOA

ARAZOEN

AZTERKETA

IKUSIZKO

KUDEAKETA

Enabler

5S

Enabler

5S

2012 2013 URT. OTS. EKA. UZT. ABE.

Enabler

Helb.

2014

TRABAJO

ESTANDAR

KAIZEN

MANTENIM.

AUTONOMO

ANALISIS

INEFICIENC.

GESTION

VISUAL

GKN Driveline Zumaia 2014 PUNTUAKETA - 6 ENABLERS - VALORACION

Arduraduna / Responsable Josu Azpiazu SCIL ZMI

54


55

EI activities: Otras actividades

Actividad ( EI ) Frecuencia Nº de

afectados Experiencia

Reunión departamental de

seguimiento del plan de gestión Semanal 175 18 años

Reunión interna de seguimiento del

plan de gestión Mensual 20 18 años

Reunión de 5 minutos Diaria 175 18 años

Reunión de 5 minutos Cada 4 horas 15 3 años

Reunión de dirección Semanal 20 20 años

Sesiones de PCI ( Positive Climax

Index ) Mensual 300 4 años

Reuniones de gerencia con los

sindicatos Mensual 16 4 años

Gemba walk Semanal 8 2 años

Auditorías RADAR Trimestral 300 2 años

56

EI activities: Otras actividades

Actividad ( Comunicación ) Frecuencia Nº de

afectados Experiencia

Marcha de la empresa Mensual 325 15 años

Informe diario Diario 325 3 años

Información general centralizada Diario 325 4 años

PDP / Entrevistas anuales Anual 100 10 años

57

Levels of Flow

SUB

SUPPLIER

Customers

SUB

SUPPLIER

SUB

SUPPLIER

Value Stream 2

CELL 1 LINE 2

CELL 3

Value Stream 1

CELL 2 CELL 3 CELL 1

Level 1 micro flow in a cell

Level 2 macro flow in value streams


Level 3: relación con proveedores y/o clientes

58

Levels of Flow GKN: La implicación de las personas, clave para el éxito y excelencia de la empresa

- Stocks de consignación

- Picking

- Actividades VA/VE

- Vending

- Desarrollos colaborativos:

• Diseños y modificación de utillaje

• Cambios de herramienta

• Cambios de proceso

- Benchmarking

- Formaciones

SUB

SUPPLIER

Customers

- Packaging

- Actividades VA/VE

- Cambios de diseño

59


Definiciones / aclaraciones

Éxito y excelencia

Satisfacción del cliente: entregas, calidad.

Resultados económicos

Desarrollo de la organización tanto a nivel

colectivo como a nivel individual

60 60

Kudeaketa Plana 2015 – Plan de Gestión 2015.

Documents

GKN Driveline Spain - Aspromec · GKN: La implicación de las personas, clave para el éxito y excelencia de la empresa Para ello, nos focalizaremos en : −Develop the leadership