{"id":19082,"date":"2023-07-11T12:22:43","date_gmt":"2023-07-11T09:22:43","guid":{"rendered":"https:\/\/exegens.com\/ce-este-strategic-kaizen-2-2\/"},"modified":"2023-07-12T17:18:03","modified_gmt":"2023-07-12T14:18:03","slug":"strategic-kaizen-case-study","status":"publish","type":"post","link":"https:\/\/exegens.com\/ro\/strategic-kaizen-case-study\/","title":{"rendered":"Strategic Kaizen Case Study"},"content":{"rendered":"

[vc_row][vc_column][vc_column_text]How To Make Takt Profit
\nCre\u0219terea eficientei set-up pentru un echipament<\/strong><\/span><\/p>\n

Principalele obiective ale acestei aplicatii sunt de a evidentia actiuni si activit\u0103ti necesare unei transform\u0103ri armonioase a fluxului de productie<\/strong> pentru a ajunge la starea de operatiuni sincrone profitabile cu ajutorul Strategic Kaizen<\/strong> \u00een scenariul unei sc\u0103deri previzibile a v\u00e2nz\u0103rilor pentru urm\u0103torul an fiscal. Necesitatea cresterii procentului de profit intern pe baza KAIZENshiro Costing<\/strong> anual este mai presant\u0103. Pentru a reduce costurile, este necesar s\u0103 se abordeze \u00eembun\u0103t\u0103tirea at\u00e2t a costurilor de transformare, c\u00e2t si a costurilor materialelor din spatele losses si waste.<\/p>\n

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Date despre companie:<\/strong><\/p>\n

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VeFood Co. este o companie produc\u0103toare din industria alimentar\u0103 – regim de produc\u021bie continuu. Conducerea VeFood Co. aderat cu ani in urma la metodologia Strategic Kaizen pentru atingerea tintelor succesive ale Takt Profit. Anterior, VeFood Co. a derulat un program ambitios pentru a deveni o companie Lean sper\u00e2nd s\u0103 ob\u021bin\u0103 o calitate mai bun\u0103, costuri mai mici si livr\u0103ri la timp. Rezultatele acelui program Lean nu au fost pe m\u0103sura astept\u0103rilor top managerilor privind nivelul marjei profitului opera\u021bional de-a lungul anilor.
\nFluxul de produc\u021bie este format din sase module.<\/p>\n

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1) M\u0103surarea \u0219i interpretarea Strategic Kaizen:<\/strong>
\nNivelul critic fezabil total al KAIZENshiro Costing de \u00eembun\u0103t\u0103\u021bit a fost identificat la 27.500.000 USD<\/strong> pentru urm\u0103torul an fiscal.
\n2) Dezvoltarea anual\u0103 a Strategic Kaizen:<\/strong>
\nIn urma reconcilierilor financiare \u0219i opera\u021bionale, au fost alese 10 proiecte Strategic Kaizen pentru a \u00eendeplini anual KAIZENshiro Goal de 5.150.000 USD<\/strong> si alte dou\u0103 proiecte Strategic Kaizen de rezerv\u0103.
\n3) Date despre proiectul Strategic Kaizen:<\/strong>
\nVolumul v\u00e2nz\u0103rilor tinde s\u0103 scad\u0103 \u0219i se preconizeaz\u0103 cre\u0219terea frecven\u021bei activit\u0103\u021bii de set-up pentru a accepta loturile mici, dar \u0219i pentru a \u00eendeplini Takt Profit si Speed-Based Target Profit. Nivelul mediu lunar al OEE \u00een ultimele 6 luni pentru echipamentele de m\u0103cinat este de 68%. Vom prezenta pe scurt unul dintre cele 10 proiecte Strategic Kaizen.
\nResponsabilul KPIs aferen\u021bi<\/strong> proiectului Strategic Kaizen: manager de operatiuni.
\nResponsabilul proiectului Strategic Kaizen<\/strong>: manager de mentenan\u021b\u0103.<\/p>\n

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PROIECTUL STRATEGIC KAIZEN IN 4 PA\u015eI: (A) TEMA<\/strong><\/p>\n

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Tema proiectului Strategic KAIZEN este reducerea timpul de ciclu al activit\u0103\u021bii de set-up la echipamentul de m\u0103cinat (\u201cGG1\u201d). GG1 este bottleneck de profit si de capacitate. Takt Profit <\/strong>pentru anul urm\u0103tor a fost stabilit la 235 USD\/47 de secunde<\/strong>, cu un obiectiv al OEE de 71% \u0219i un Speed-Based Target Profit de 300 USD\/1 minut.<\/strong><\/p>\n

In 3 ani, KAIZENshiro Costing a fost m\u0103surat defalcat la nivel activit\u0103\u021bi, procese, echipamente, linii de ambalare, module, produse, familii de produse, departamente, zone, sistem, clienti, furnizori si \u00eentreg supply chain.<\/p>\n

Faze majore ale proiectului: (1) Tema; (2) Planul; (3) Analiza si actiunea si (4) Rezultate.<\/p>\n

[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”1\/2″][vc_column_text]PDF File: Strategic Kaizen Case Study<\/a>[\/vc_column_text][vc_single_image image=”19136″ img_size=”medium” add_caption=”yes” onclick=”custom_link” img_link_target=”_blank” link=”https:\/\/exegens.com\/wp-content\/uploads\/2023\/07\/Strategic-Kaizen-Case-Study_2.pdf”][\/vc_column_inner][\/vc_row_inner][vc_row_inner][vc_column_inner width=”1\/1″][vc_column_text]<\/p>\n

(a) Tema Operational\u0103: <\/strong>pentru activitatea de set-up de tip 1 s-a stabilit necesitatea de cre\u0219tere a flexibilitatii produc\u021biei de la 10 evenimente de set-up in medie pe luna la 25 de evenimente de set-up \u00een medie pe lun\u0103 si scaderea duratei ciclului standard pentru set-up de la 57 de minute la 28 de minute.<\/p>\n

(b) Tema Financiar\u0103: <\/strong>pentru \u00eendeplinirea KAIZENshiro goal si Takt Profit, din valoarea total\u0103 anual\u0103 a KAIZENshiro Budget de 5.150.000 USD, acest proiect trebuie s\u0103 contribuie cu 11,5% sau cu 566.500 USD anual<\/strong> (profit intern din reducerea costurilor pe baza cre\u0219terii productivit\u0103\u021bii echipamentului).<\/p>\n

[\/vc_column_text][vc_single_image image=”19141″ img_size=”large” onclick=”img_link_large”][vc_column_text](B) PLANUL PROIECTULUI STRATEGIC KAIZEN<\/strong><\/p>\n

Durata proiectului: <\/strong>11 s\u0103pt\u0103m\u00e2ni
\nEchip\u0103 de proiect:<\/strong> S-a format o echip\u0103 de 7 membri.<\/p>\n

Toate activit\u0103\u021bile principale ale proiectului Strategic Kaizen au fost planificate \u0219i urm\u0103rite de responsabilul proiectului Strategic Kaizen \u0219i de responsabilul \u021bintei proiectului Strategic Kaizen (\u021bint\u0103 proiectului Strategic Kaizen find convergent\u0103 la KPIs viza\u021bi din Policy Deployment).<\/p>\n

Strategic, tema este convergent\u0103 la ramificatia Policy Deployment la VeFood Co.<\/strong> si a vizat cresterea contribu\u021biei la \u00eendeplinirea:<\/p>\n

(1) produc\u021bie livrat\u0103 sincronizat \u0219i flexibil (primul Strategic Driver ca importanta) si reducerea costurilor (al treilea Strategic Driver);<\/p>\n

(2) KPI strategic anual vizat a fost timpul de produc\u021bie \u0219i OEE pe fabric\u0103 si<\/p>\n

(3) KPI de nivel 1 a fost timpul de ciclu pentru set-up. Tema a avut ca \u021bint\u0103 \u00eembun\u0103t\u0103\u021birea KAIZENshiro Cost desemnat de c\u0103tre top management aferent timpului de set-up.<\/p>\n

(C) ANALIZA SI ACTIUNEA PROIECTULUI STRATEGIC KAIZEN<\/strong><\/p>\n

Echipa a analizat principiile de func\u021bionare ale echipamentului de m\u0103cinat. Echipa a \u00een\u021beles procesul astfel: materia prim\u0103 sub form\u0103 de granule de cereale este transportat\u0103 \u00een gura de alimentare, trec\u00e2nd prin placa de reglare a debitului, de unde cade \u00een ma\u0219ina de m\u0103cinat pe rolele de alimentare. Materia prim\u0103 curge c\u0103tre rolele de m\u0103cinare rapid\u0103 \u0219i de m\u0103cinare lent\u0103. \u00cen timpul mi\u0219c\u0103rii, rolele sunt cur\u0103\u021bate cu perii \u0219i cu un cu\u021bit de cur\u0103\u021bare. Apoi, materia prim\u0103 m\u0103cinat\u0103 cade pe transportorul elicoidal \u0219i procesul de m\u0103cinare se termin\u0103. Materia prima prelucrata este preluata de tubul de transfer. Echipa a analizat parametrii de func\u021bionare: viteza de dozare, for\u021ba de frecare \u00een rolele de m\u0103cinare rapid\u0103, for\u021ba de frecare \u00een rolele de m\u0103cinare lent\u0103, temperatura din interiorul echipamentului de m\u0103cinare, umiditatea din interiorul echipamentului de m\u0103cinare, distan\u021ba dintre perii \u0219i role, distan\u021ba dintre cu\u021bite \u0219i role \u0219i viteza transportorului elicoidal. To\u021bi parametrii au fost m\u0103sura\u021bi \u0219i to\u021bi au fost \u00een limitele standardelor.<\/p>\n

Scopurile activit\u0103\u021bii de set-up au fost: \u00eenlocuirea rolelor de m\u0103cinare rapid\u0103 si a celor cu m\u0103cinare lenta si \u00eenlocuirea periilor si cu\u021bitelor pentru tipul 1 al set-up-ului (trecerea de la m\u0103cinarea cerealelor tip \u201cA\u201d la m\u0103cinarea cerealelor tip \u201cB\u201d).
\nPentru a analiza activitatea de set-up privind schimbarea rolelor de m\u0103cinare rapid\u0103 \u0219i m\u0103cinare lent\u0103, echipa a efectuat urm\u0103toarele activit\u0103\u021bi:<\/p>\n

(1) analiza modului de fixare a rolele pe echipamentul de macinat;<\/p>\n

(2) diagrama flux de timp de set-up (de la finalizarea golirii echipamentului cu produs tip \u201eA\u201d p\u00e2n\u0103 la confirmarea calit\u0103\u021bii produsului de tip \u201eB\u201d);<\/p>\n

(3) a fost m\u0103surat un timp de 57 de minute pentru activitatea de configurare de tip \u201eA\u201d;<\/p>\n

(4) au fost m\u0103surate activit\u0103\u021bile \u0219i duratele acestor activit\u0103\u021bi pentru fiecare dintre cei doi tehnicieni care au efectual set-up-ul \u0219i<\/p>\n

(5) au fost identificate activit\u0103tile cu cea mai lung\u0103 durat\u0103; dintre cele 57 de minute, (6) au fost identificate 43 de minute care pot fi \u00eembun\u0103t\u0103\u021bite folosind cei 6 pa\u0219i ai metodologiei Methods Design Concept (MDC).
\nEchipa a identificat si implementat \u00eembun\u0103t\u0103tirile.
\nCele 43 de minute au sc\u0103zut la 10 minute.<\/strong><\/p>\n

[\/vc_column_text][vc_single_image image=”19147″ img_size=”large” onclick=”img_link_large”][vc_column_text](D) REZULTATELE PROIECTULUI STRATEGIC KAIZEN<\/strong><\/p>\n

Timpul ciclului de set-up a ajuns la 24 de min. (de la 57 de min.). Tinta de 26 de min. a fost dep\u0103\u0219it\u0103. Timpul total de set-up pe lun\u0103 a ajuns la 600 de min. (24 min. \u00d7 25 evenimente de set-up). S-a asigurat flexibilitatea necesar\u0103. Timpul total de set-up pe lun\u0103 a crescut de la 570 la 600 de min.(dar cu 25 de set-up-uri pe lun\u0103).<\/p>\n

A fost atins nivelul anual KAIZENshiro planificat de 566.500 USD<\/strong>. Costul total al solu\u021biilor de \u00eembun\u0103t\u0103\u021bire Strategic Kaizen a fost de 12.500 USD. Solu\u021biile au fost multiplicate la alte dou\u0103 echipamente similare. Au fost actualizate instruc\u021biunile de lucru si au fost f\u0103cute instruirile.<\/p>\n

Principalele efecte tangibile : timpul, produc\u021bia, distan\u021bele \u0219i WIP. Principalele efecte intangibile: satisfac\u021biei \u00een munc\u0103 si moralului. Echipa de proiect Strategic Kaizen a realizat de-a lungul timpului evaluarea indicatorilor de performan\u021b\u0103 privind losses \u0219i waste la modulul aferent GG1. Solu\u021biile au fost confirmate \u00een timp. Seful echipei a considerat ca gradul de implicare a membrilor echipei a fost bun.<\/p>\n

S-a \u00eendeplinit durata a proiectului de 11 s\u0103pt\u0103m\u00e2ni (proiectul a fost finalizat \u00een 10 s\u0103pt\u0103m\u00e2ni, inclusiv implementarea solutiilor). La finalul anului, tintele pentru Takt Profit de 235 USD\/47 de sec. si pentru Speed-Based Target profit de 300 USD\/1 minut au fost indeplinite prin implementarea solu\u021biilor celor 11 proiecte Strategic Kaizen.
\nPlanul anual de profit intern de 5.150.000 USD prin Strategic Kaizen a fost indeplinit si depa\u0219it cu putin.<\/strong><\/p>\n

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[vc_row][vc_column][vc_column_text]How To Make Takt Profit Cre\u0219terea eficientei set-up pentru un echipament Principalele obiective ale acestei aplicatii sunt de a evidentia actiuni si activit\u0103ti necesare unei transform\u0103ri armonioase a fluxului de productie pentru a ajunge la starea de operatiuni sincrone profitabile cu ajutorul Strategic Kaizen \u00een scenariul unei sc\u0103deri previzibile a v\u00e2nz\u0103rilor pentru urm\u0103torul an fiscal. […]<\/p>\n","protected":false},"author":2,"featured_media":19127,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[418],"tags":[347,348,367,284,286,419],"class_list":["post-19082","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-strategic-kaizen","tag-excelenta-operationala","tag-imbunatatirea-continua","tag-kaizen","tag-productivitate-ro","tag-profitabilitate-ro","tag-strategic-kaizen-ro"],"yoast_head":"\nStrategic Kaizen Case Study - Exegens\u00ae<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/exegens.com\/ro\/strategic-kaizen-case-study\/\" \/>\n<meta property=\"og:locale\" content=\"ro_RO\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Strategic Kaizen Case Study - Exegens\u00ae\" \/>\n<meta property=\"og:description\" content=\"[vc_row][vc_column][vc_column_text]How To Make Takt Profit Cre\u0219terea eficientei set-up pentru un echipament Principalele obiective ale acestei aplicatii sunt de a evidentia actiuni si activit\u0103ti necesare unei transform\u0103ri armonioase a fluxului de productie pentru a ajunge la starea de operatiuni sincrone profitabile cu ajutorul Strategic Kaizen \u00een scenariul unei sc\u0103deri previzibile a v\u00e2nz\u0103rilor pentru urm\u0103torul an fiscal. 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With over 20 years of management consulting experience, Posteuc\u0103 has created effective concepts such as Strategic Kaizen, Takt Profit, KAIZENshiro Budgets and Costing. His research on production flow has led to innovative breakthroughs in strategic and operational productivity improvement. Posteuc\u0103's investigation into typologies of losses and waste has identified feasible improvements that can achieve the ideal state of production flow, known as Synchronous Profitable Operations (SPO). His Takt Profit model allows the optimization of production planning, transforming profit per minute into objectives for strategic improvements achieved through Strategic Kaizen projects. Posteuc\u0103's research has led to increased effectiveness in strategic improvements and has set the stage for future productivity in the world of manufacturing technology. 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