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  • The LEAN OFFICE

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    DearRed Frank
    140 просмотров11 страниц
    This Kaizen report outlines a plan to improve processing lead times for new motor orders at Nidec Motor Corporation. The goals are to reduce lead times from order entry to activation to a maximum of 7 days for orders with firm POs and no purchased parts, 20 days for orders with firm POs and purchased parts, and 25 days for orders without firm POs. The strategy involves reducing processing queues, increasing the number of motors processed per day, and reducing discrepancies between drawings and parts lists to minimize pilot errors. Sponsors, a resource support team, and improvement team were identified. Current and new process maps and an action simulation were presented. The action plan aims to increase daily capacity to match demand and

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    The LEAN OFFICE

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    This Kaizen report outlines a plan to improve processing lead times for new motor orders at Nidec Motor Corporation. The goals are to reduce lead times from order entry to activation to a maximum of 7 days for orders with firm POs and no purchased parts, 20 days for orders with firm POs and purchased parts, and 25 days for orders without firm POs. The strategy involves reducing processing queues, increasing the number of motors processed per day, and reducing discrepancies between drawings and parts lists to minimize pilot errors. Sponsors, a resource support team, and improvement team were identified. Current and new process maps and an action simulation were presented. The action plan aims to increase daily capacity to match demand and

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    © All Rights Reserved
    Скачайте в формате PPTX, PDF, TXT или читайте онлайн в Scribd
    Отметить как неприемлемый контент
    140 просмотров11 страниц

    The LEAN OFFICE

    Загружено:

    DearRed Frank
    This Kaizen report outlines a plan to improve processing lead times for new motor orders at Nidec Motor Corporation. The goals are to reduce lead times from order entry to activation to a maximum of 7 days for orders with firm POs and no purchased parts, 20 days for orders with firm POs and purchased parts, and 25 days for orders without firm POs. The strategy involves reducing processing queues, increasing the number of motors processed per day, and reducing discrepancies between drawings and parts lists to minimize pilot errors. Sponsors, a resource support team, and improvement team were identified. Current and new process maps and an action simulation were presented. The action plan aims to increase daily capacity to match demand and

    Авторское право:

    © All Rights Reserved
    Скачайте в формате PPTX, PDF, TXT или читайте онлайн в Scribd
    Отметить как неприемлемый контент
    из 11

    Lean Office

    New Model Kaizen Report Out


    Monterrey
    06/05/2015

    Nidec Motor Corporation


    This Kaizen is about improving NM
    Processing Lead Time Throughput Time.
    Throughput Time from Order Entry (Step 1) to ICG Activate (Step 11)
    Baseline: 65 days on average Median of 44 days
    What are we shooting for?

    Motors with firm PO and no purchased parts max 7 days


    Motors with firm PO and purchased parts in 20 max days
    Motors with No firm PO processing time max 25 days
    Quality level experienced by plant to be less 15000 PPMs

    So, whats the strategy to achieve this?


    1 - Reduce the processing queue
    2 Increase Num. of NMs processed per day
    3 Reduce discrepancies between drawings and missing/wrong parts on
    BOM to minimize number of pilot errors.
    6/22/2017 12:53 PM 2
    Sponsor
    Name Role
    John Hussey VP Engineering
    Enrique Elizondo VP Operations

    Resource Support Team (RST)


    Name Role
    Nick Ristevski Quality Director
    Mark Amalfitano Director of Appl. Eng.
    Jeff Rice Director of Appl. Eng.
    Tom Bourquin Director of Appl. Eng.
    Todd Gatti Director - Purchasing
    Gerardo Caballero CMD Plant Manager
    Eric de la Garza Engineering Manager
    Joe Vehige Engineering Manager-PFL
    John Schrader Sr Application Eng.
    Roberto Gil Duarte Engineering Head

    6/22/2017 12:53 PM 3
    Improvement Team (PIT)
    Team Leader Berenice Gaitan Application Eng. Leader
    Team Member Cheryl Marcum Marketing Director
    Team Member Jorge Adrian Villegas Specs Auxiliary
    Team Member Elena Perez Specs Supervisor
    Team Member Alex Wiegmann Application Eng.
    Team Member Don Conley Application Eng.
    Manager
    Team Member Mayra Torres NM group leader
    Team Member Joselin Coronado ECO/NM Coordinator
    Team Member Chuck Roessler Sr. Application Eng.
    Team Member Ylenia Mercado Commodity Manager
    Procurement

    Kaizen Facilitators
    Kaizen Facilitator Fidel Gutierrez 3Q6S Continuous Improv.
    Kaizen Facilitator Martha Campa Senior Quality Eng.
    Kaizen Facilitator Tomas Garcia Manufacturing Supervisor

    6/22/2017 12:53 PM 4
    Current Process Map

    6/22/2017 12:53 PM 5
    New Process Map for NMT

    6/22/2017 12:53 PM 6
    Simulation of Process

    6/22/2017 12:53 PM 7
    Action plan developed to increase capacity to
    match daily demand reducing cycle time and
    reworks

    DEMAND 7NM/Day

    6/22/2017 12:53 PM 8
    Action Plan

    6/22/2017 12:53 PM 9
    6/22/2017 12:53 PM 10
    6/22/2017 12:53 PM 11

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