Information Centers Charts and Graphs Marek Piatkowski January 2011 1
THE QUALITY Q MONTH YEAR DEPARTMENT 28 29 30 31 T O T A L 1 2 3 4 5 6 7 27 8 26 9 25 10 24 11 23 22 21 20 19 18 17 16 15 14 12 13 COLORED LEGEND: GREEN No Customer Issues RED Customer Issue 2
DELIVERY Month Year Line 31 30 29 28 27 26 25 24 1 2 3 4 5 6 7 THE DELIVERY D 23 22 21 8 9 20 19 18 17 16 15 14 13 12 11 10 COLOR LEGEND GREEN = NO MISSED SHIPS OR PREMIUM RED = MISSED SHIPS OR PREMIUM FREIGHT 3
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STOCK DE SECURITE ALTERNATEUR LIQUID COOLED STATORS CASTINGS POTTES 700 700 Besoin 3300 pour re-aménagement Besoin 400 pour re-aménagement 350 350 5
SAFETY Month- Year- 2000 Line- 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 A SAFE DAY = GREEN AN OSHA RECORDABLE EVENT = YELLOW A LOST DAY OCCUPATIONAL INJURY =RED 6
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LINE ISSUES BOARD Date Location of Problem Description of Problem Identified by Assigned to Status / Update Target Date Completion Date 8
Monthly Productivity Chart 100% Part #: Month: 95% 90% 85% 80% 75% 70% 65% 60% 55% 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 9
Monthly Productivity Chart 100% Part #: Month: 95% 90% 85% 80% 75% 70% 65% 60% 55% 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 100% Part #: 95% 90% 85% 80% 75% 70% 65% 60% 55% 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 10
GOAL= PPMFIRST TIME THROUGH QUALITY (Daily) PPM MONTH YEAR DEPT Delphi Confidential 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 TOTAL INSPECTED TOTAL REJECTED TOP CAUSES 11
Weekly Scrap Chart Manufacturign Cell: Week Ending: 24 23 22 21 20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 1 Destruct 11 Lamination 21 Rerun 2 End/Start of coil 12 Mis-hit 22 Broken/chipped die 3 Marks on surface 13 Purchased material 23 Old level parts 4 Bent 14 Setup scrap 24 Handling damage 5 Out of tolerance 15 Defective welds 25 Missing holes 6 Feed off 16 Welds burned hole 26 Holes off location 7 Misformed 17 Auto welder/bent 27 Scrap in die 8 Misgauged 18 Short or no trim 28 Tool room work 9 Rust 19 Bad nuts/threads 29 Defective component part 10 Cracking 20 Overlap 12
Line: Weekly Production Schedule Week of: Prod. 1st Shift 2nd Shift 3rd Shift Accum. Weekly Totals Part # Day Sched. Actual +/- Sched. Actual +/- Sched. Actual +/- Sched. Actual +/- YF1T-13A803-AC Mon. YL3T-13A803-AB YF1T-13A803-AC Tues. YL3T-13A803-AB YF1T-13A803-AC Wed. YL3T-13A803-AB YF1T-13A803-AC Thurs. YL3T-13A803-AB YF1T-13A803-AC Fri. YL3T-13A803-AB YF1T-13A803-AC Sat. YL3T-13A803-AB 13
Inventory Levels D-817 Finished Goods Buffer Model ACM 138 ACM 251 ACM 031 Max Packs 16 50 36 Max Pcs. 128 400 288 Min Packs 12 36 28 Min Pcs. 96 288 224 # of Packs # of Pcs. # of Pcs. # of Pcs. 50 400 48 384 46 368 44 352 42 336 40 320 38 304 36 288 288 34 272 272 32 256 256 30 240 240 28 224 224 26 208 208 24 192 192 22 176 176 20 160 160 18 144 144 16 128 128 128 14 112 112 112 12 96 96 96 10 80 80 80 8 64 64 64 6 48 48 48 4 32 32 32 2 16 16 16 Model ACM 138 ACM 251 ACM 031 Updated by, date & time: 14
SEMAINE : cause 130 pièce tombée 140 pièce d'essai méthodes 150 pièce d'essai qualité 160 mélange pièces / obsolètes 170 avarie de transport / stock 180 pièce cassée au montage 324 diamètre intérieur tôles NC 326 tôle décalée sur stator bobiné 331 scrap fil écrasé 332 scrap fil croisé 333 scrap fil court 334 scrap fil coupé 335 scrap masse stator 336 scrap résistance stator 337 torsadage NC 338 court circuit bobine 339 scrap surge TOTAL SCRAP 60 38 18 L M M J V S D TOTAL 15
Pareto Analysis of Top Problems Manufacturign Cell: Week Ending: 24 23 22 21 20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 1 2 3 4 5 6 7 8 9 10 11 1 Handling damage 5 Paint Defects 9 Rust 2 Bad nuts/threads 6 Defective welds 10 Cracking 3 Manpower Shortage 7 Misformed 11 Lamination 4 Equipment Down 8 Old level parts 12 Setup scrap 16
Daily Production Report Date: Work Centre / Part #: Time Schedule Actual Variance Reason / Time Lost 6:30-7:30 85 84-1 7:30-8:30 85 85 0 8:30-9:30 65 63-2 9:30-10:30 85 85 0 10:30-11:30 85 85 0 12:00-1:00 42 39-3 1:00-2:00 2:00-3:00 Totals 447 441-6 Team Leader Report: TOP 5 PRODUCTION PROBLEMS: 1. 2. 3. 4. 5. 17
Daily Production Report under perfect conditions Date: Work Centre / Part #: Time OPTIMUM Schedule Actual Variance Reason / Time Lost 6:30-7:30 100 85 84-1 7:30-8:30 100 85 85 0 8:30-9:30 80 65 63-2 9:30-10:30 100 85 85 0 10:30-11:30 100 85 85 0 12:00-1:00 50 42 39-3 1:00-2:00 2:00-3:00 Maximum possible number to produce Possible number to produce under current conditions (today @ 85%) Totals 447 441-6 18
PARTS/OPERATOR/100 HRS (Daily) GOAL = MONTH YEAR DEPT.( A R EA ) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 DAY X 100 19
Weekly Lost Time Chart Manufacturign Cell: Week Ending: Minutes 480 460 440 420 400 380 360 340 320 300 280 260 240 220 200 180 160 140 120 100 80 60 40 20 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 20
Month Daily Production Results - Line Shift 900 890 880 870 860 850 840 830 820 P 810 a 800 r 790 t s 770 780 Target 760 p 750 e 740 r 730 720 H 710 o 700 u 690 r 680 670 660 x 650 640 x 630 620 610 600 590 580 570 560 550 N/W N/W 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 Day of the Month 21
Production Lost Time Chart Part #: Month: Time (Minutes) Week 1 Week 2 Week 3 Week 4 Monthly Total 600 580 560 540 520 500 480 460 440 420 400 380 360 340 320 300 280 260 240 220 200 180 160 140 120 100 80 60 40 20 0 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 Reasons for Lost Time: 2. Welder down 5. 1. parts shortage 3. Manpower shortage 6. 4. 7. 22
Weekly Attendance Tracking Monday Tuesday Wednesday Thursday Friday Saturday Sunday A Shift People Required to Run 24 24 24 24 24 12 - Actual Present 21 22 24 24 23 12 Call In/No Show -3-2 0 0-1 0 B Shift People Required to Run 18 18 18 18 18 5 - Actual Present 17 16 18 18 18 4 Call In/No Show -1-2 0 0 0-1 C Shift People Required to Run 12 12 12 12 12 0 0 Actual Present 10 12 10 11 12 0 Call In/No Show -2 0-2 -1 0 0 23
Lean Transformation Solutions Marek Piatkowski F.S.P.. Consulting Inc. VM: 416-235-26312631 Cell: 248-207-04160416 Marek.Piatkowski@rogers.com www.twi-network.com 24