2 - Yasuaki Yamamoto(TKG)_26 TOCPA_Japan_19 May 2016_Eng-Upgr

26th International Conference of the TOC Practitioners Alliance - TOCPA www.tocpractice.com

19-20 May 2016, Fukuoka, Japan

⾦型事業におけるCCPMを⽤いた工場管理の仕組み構築 Using CCPM to build management process in mold manufacturing 山本康昭

Yasuaki Yamamoto

株式会社タカギ⾦型部製造課

TAKAGI CO.,LTD Plastic Mold Manufacturing Dept. Manufacturing Division

19 th May, 2016

山本康昭 Yasuaki Yamamoto 株式会社タカギ⾦型部製造課課⻑ 1990年プラスチック射出成型⾦型製作メーカー(株)髙城精機製作所に入社し、⾦型仕上げ業務、⾦型設計業務に従事 2012年浄水器・散水用品メーカー(株)タカギと合併現職国家技能検定「仕上げ特級」技能士 TOCに関して、ジュントスの支援のもと、2015年7⽉より⾦型製造⼯程にてCCPMの運用を開始。⾦型製作リードタイム短縮、スループット増加の成果を得る。その中で⾒えてきた課題解決に奮闘中 Yasuaki Yamamoto is the production manager of Takagi Co., Ltd. He joined in 1990, and was engaged in mold manufacturing and mold design since then.

[email protected]

He started CCPM implementation with the help of Juntos Consulting. Mold Manufacturing Dept. has moved to the full execution since July 2015, and achieved significant results of reducing production lead time and increasing throughput. He is currently working on solving problems for POOGI through the use of CCPM. www.tocpractice.com

26th International Conference of the TOC Practitioners Alliance - TOCPA

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Agenda

1. Company Overview 2. Background 3. Problem & Solution 4. Challenges 5. Results 6. Next Steps 7. Lessons Learned

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Company Overview • • • • • • • • • • • •

Company Name: Takagi Co., Ltd. Headquarters Location: Kitakyushu City, Fukuoka, Japan Capital: 498 million JPN Yen Foundation: May, 1961 President: Toshio Takagi (Founder) No. of Employees: 524 (as of March, 2012) Company Area: 19,776sqm Regional Office: East Japan, Central Japan, West Japan Branch: Sapporo, Kitakanto, Tokyo, Yokohama, Nagoya, Osaka, Hiroshima, Fukuoka Sales Offices: Sendai, Niigata, Takamatsu, Kitakyushu, Kagoshima Representative Office: Dusseldorf (Germany) Business Outline: Development, manufacturing and sale of plastic products & water purifiers for household use, dies & molds, greenery business • Main Products: Plastic products for gardening, water purifiers for household use, Plastic injection & molding, Dies • Certifications: ISO9001, ISO14001 • Affiliated Company: Takagi Vietnam Co., Ltd.

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Business Overview Water Purifier Business

Watering Business

Dies & Molds

プラスチック射出成型用金型製作

1961年九州初のプラスチック射出⾦型メーカー！

7,800型製作の実績！ www.tocpractice.com


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Customer Profile – Mold Manufacturing Business Medical 1%

Sales

Building Material

Others

2%

16%

Consumer Electrics

3%

Automobile

35%

Commodity

10%

Internal

33%

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Mold Manufacturing Closed

Open Fixed side

Moveable side Molded item

Assembly

Parts Production

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Process Flow

Mold Mfg. Process Mold Design Process www.tocpractice.com

Overall Mfg. Project Process


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Delivery

・・・

Inspection

Adjust

TRY

Adjust

TRY

Assembly

Design

Order received

Quotation

Parts Production

Business Needs Increase Throughput (TP) ▪

More and more pressure to increase the # of produced molds in order to improve our high-cost structure.

Improve Response time to customers ▪

External customers request for shorter delivery time

▪

Reducing production cycle time will satisfy internal customer’s need to shorten product development time

Build a mechanism of “Smart Production Management” to enable higher productivity and higher TP www.tocpractice.com


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Implementation Timeline 2015年 1月 Jan

2月 Feb

3月 Mar

4月 Apr

5月 May

6月 Jun

Concerto Go-live

現状調査 & 解決策の設計 CRS & Solution Design

WIP低減 WIP Reduction

7月 Jul

8月 Aug

9月 Sep

10月 Oct

Concerto Go-live

Management Debriefing

ﾀｽｸ管理導入

PJ 管理導入

Task Mgmt Impl

PJ Ctrl Impl

現状調査& 解決策の設計 CRS & Solution Design

Mfg. CCPM Duration:

10w

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11月 Nov


WIP 低減

ﾀｽｸ管理導入

WIP Redu Task ction Mgmt Impl

Design CCPM Duration:

4w

10

12月 Dec

Problems in Mold Manufacturing

1st TRY

Project A

Parts Production

Project B

Assembly

2nd TRY

Short works Adjust 2

Adjust 1

・・・ 1st TRY

Parts Production Processing

Assembly

Assembly

Modify C

Adjust 1

Repair D

Short works

Existing projects are disrupted by ‘short works’ Production plans are often changed Resources (workers/machines) are not available when needed Too much overtime www.tocpractice.com


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Problem Structure

Need to show progress

Switch to another task while waiting input/decision/help

Wait time

Multitasking Task/project duration takes longer

Suddenly adjustment instruction comes in after TRY (Short work) High WIP

Fixed schedule

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Direction of Solution What to change? High WIP

What to change to? Reduce and Control WIP

Too many open workstreams

Limit # of open workstreams

Resources spread thin

Resource concentration

Unmanaged short works

Managing short works

Need to show progress Start unprepared tasks when planned start date comes

Fixed Schedule Local and unclear priority

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Full-Kit Don’t start tasks unless preparation is completed

Flexible (Buffered) Schedule Allocate resources based on Buffer priority


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Reduce and Control WIP – Pipelining 3 mechanisms for maintaining Low WIP to avoid multitasking: • Organization Level – Divide resources to Project pipeline and Short work pipeline Project Pipeline Short Work Pipeline

Project

Short Work

• Project Level – Limit WIP by phase, and release projects by one-out & one-in Parts Production Phase One-in

Assembly Phase

One-out

•Workstream Level – Reduce workstream WIP in project planning

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Workstream 1

Fixed side

Workstream 2

Moveable side

Workstream 3

Slide etc.

Fixed side

Moveable side

Slide etc.


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CCPM Rule 1: Pipelining – Workstream WIP Reduction Pre-machining

Machining

Electricdischarging Machining

Process Flow

固定側 Fixed side 可動側 Moveable side ｽﾗｲﾄﾞ他 Slide etc.

固定側 Fixed side

可動側 Moveable side

ｽﾗｲﾄﾞ他 Slide etc.

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• WIP = 3 • Resources spread thin • No dependency among 3 workstreams

• WIP = 2 • Resourced concentrated • Strategically made dependency between work-streams


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CCPM Rule 1: Pipelining – Workstream WIP Reduction

Original schedule (Date-driven)

Resolved resource Low WIP & resource contention concentrated schedule (but delayed)

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CCPM Rule 1: Pipelining – Phase-based Release Control Project

Parts Production One-in Phase

Project completed

Assembly Phase One-in

OK

One-out

One-out

Customer Assessment

FK 1

FK 2

NG Adjustment

WIQ1

WIQ2 Value

To Short work team

Short work

One-in

Short work One-out

Short work completed

FK

WIQ3 www.tocpractice.com

WIP = 5

WIP – Work in Process WIQ – Work in Queue


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CCPM Rule 1: Pipelining – Managing Short Works

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CCPM Rule 2: Full-Kit – Setting Full-Kit Points FK 1

Premachining

Machining

Electricdischarging Machining

グループ分け・固定側・可動側・スライド他

FK1で揃えるべき項目：

Assembly

FK 2

TRY

グループ分け・固定側・可動側

FK2で揃えるべき項目：

□ マシニングのプログラム及びその確認

□ 客先の量産開始日の決定(⾒込み含む)

□ 機械の利⽤可能性

□ トライ(T1)を⾏う日程の決定

□ 刃具が調達出来ている

□ 全ての部品が揃い必要な磨き、下準備が完了

□ 電極のプログラム □ 素材・購入品が揃っている(発注完了し入荷日が明確となっているもの含む) □ 部品図面

□ 購入部品が揃っている(発注完了し入荷日が明確となっているもの含む) □ 組⽴レビュー完了

□ 加工仕上がり精度の合意 □ モールドベースの入荷日が明確である □ (S番の場合)⾦型分解 www.tocpractice.com


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CCPM Rule 2: Full-Kit – Managing Full-Kit by Concerto プロジェクトＢ

プロジェクトＢプロジェクトD プロジェクトE

プロジェクトC

プロジェクトD プロジェクトC

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CCPM Rule 3: Buffer Mgmt – Buffering Original Plan Interruption

Interruption

Interruption

Parts Production

TRY

Assembly

Resource Concentration Parts Production

Assembly

TRY

50% Duration Cut & 50% Buffer Parts Production

Assy

TRY

Project Buffer

Target date

Milestone Buffer

TRY date www.tocpractice.com


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CCPM Rule 3: Buffer Mgmt – Buffer Mgmt Meetings Issue Resolution Full Kit Meeting Wed 16:30, <15min Task Update Meeting

Operations Review

Daily 9:00, <10min Buffer Recovery Meeting Run BM

Mon 16:45, 30min

24:00

Buffer Recovery Actions

Corrective Actions/Change Policy

Daily www.tocpractice.com

Weekly

Monthly


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CCPM Rule 3: Buffer Mgmt – Issue Resolution Process Escalation

Executive （⾦型部部⻑）

Resources （作業者）

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Escalation

Task Mgr （製造課係⻑）

Full-kit Meeting

Escalation

Project Mgr/ Short work Mgr （製造課主事）

Resource Mgr

Project Mgr

Escalation

Escalation

Resource Mgr （製造課課⻑）

Executive Operation Review

Buffer Recovery Meeting

30min/mo

Short Work Mgr

15min/wk

30min/wk

Task Mgr

Task Update Meeting

10min/day

Worker

Worker

Worker

Worker


Worker

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Challenges Scope of Projects & Measurements： We have defined our management scope & measurements with the view of “what is our responsibility as managers” instead of “controllable”

Organizing “Short work Team (=Expert team)”： • Naming – with an intention of ”Be proficient craftsmen!“ • Personnel selection – Assign No.2 expert as a leader • Operation: ▪

Release control: WIP target of 5

▪

Manage Work In Queue (WIQ) and release orders with earlier due dates

▪

Priority in pipeline: FIFO

▪

Recovery actions: Resources can be added from “Green” projects

▪

Measurements: Throughput, Cycle time

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Result: Production Cycle Time Reduction Project Overall CT

Production CT

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Result: Increased Throughput

Project TP

Black line: Target of 5/mo

Production TP

Black line: Target of 5.3/mo

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Results – Summary Before

Target

After

% Var.

(2015/7-12)

Overall Cycle Time

60d

45d

48d

20%↓

Production Cycle Time

22.4d

11d

15d*

33%↓

Throughput

4/month

5.3/month

5.3/month

33%↑

＊This figure was achieved although average project size was 26% bigger than baseline.

Overall Cycle Time

20%

Production Cycle Time

33%

reduced

60 d

48 d

Days

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Throughput

33%

reduced

22 d

15

d

Days

increased

4

5.3

# of projects completed per month


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Employee’s Voice What Went Well: • As workload situation and Project’s progress can be recognized at a glance, necessary information is shared between sales, design, and manufacturing. • By limiting number of projects, we can concentrate one mold production. • My role became clear. • We changed our mind for seeking faster production and setup. • Multi-skill development enhanced. • It seems that uptime of machines went up. Areas For Improvement: • Feel lack of resources. • More workload required for managing execution. • Overtime is unavoidable when multiple molds should be delivered on same DD. • More amount of short works than expected, big urgent load ⇒ because of increased completion rate of projects? • Still have some difficulties to assign resources based on work priority.

These issues/problems are revealed by increasing flow and throughput. We can achieve further improvement by solving them! www.tocpractice.com


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Next Steps • Better management for short works • Applying CCPM to Mold Design division • Better Subcontract management • Further shrink of project overall cycle time

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Applying CCPM to Mold Design Div. Background：TP of Mold Mfg. increased. For that, Mold Design Div. increased the release rate of projects and increased in TP of Design as well, however had caused high WIP and longer CT. Implementation：Involved outsourcing resources in China, and implemented the CCPM’s three rules within one month Achieved Benefits：Capability was expanded as design cycle times are shortened. Significant reduction of delays. Manageability improved.

Before

Target

After

% Var.

(2016/3-4)

Design Cycle Time

21d

10d

9d

57%↓

Design Cycle Time

57%

reduced 21d 9d

Days

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Lessons Learned Management is important!! ・Corrective actions to solve raised issues Before) Leave everything to workers (noninterference) New) Managers should interference when needed

・Manager’s Role as: Building the way of working Sustaining a new mechanism ⇒ Improvement

Maximizing Organizational Output www.tocpractice.com


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2 - Yasuaki Yamamoto(TKG)_26 TOCPA_Japan_19 May 2016_Eng-Upgr

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