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Learning from the best:

Picture: BMW

EXCELLENCE IN LEAN
Questionnaire 2015

Automotive
Lean Production
Award & Study

Application deadline:
April 17th 2015

Award & Study 2015:


Application and dates
Application deadline
for the initiative 'Automotive Lean Production' 2015
th

is April 17 2015.

Please return the completed questionnaire to:

Agamus Consult GmbH


Mr. Ferdinand Wagner
Landsberger Strae 302
D 80687 Mnchen

Daniela Koch
Tel.: +49 89 90 405 680
Fax: +49 89 90 405 066
Email: lean.award@agamus.com

Automotive Lean Production Award & Study


is a cooperation between the magazine AUTOMOBIL PRODUKTION
and Agamus Consult GmbH, Munich. Agamus Consult has served
automotive enterprises as an implementation consultant company
for more than 20 years.

Picture: BMW

Your data will be saved electronically for the evaluation and, of


course, handled confidentially. Data will not be divulged to
third parties.

Info-Line Automotive Lean Production:

BMW Plant Munich:


10th Congress Automotive Lean Production
On November 17th and 18th 2015, AUTOMOBIL PRODUKTION and Agamus Consult are going to celebrate the
10th jubilee of their European initiative Automotive Lean Production Award & Study at BMW Welt Munich.
In the course of the event, the best-performers of the study will receive the Automotive Lean Production
Awards 2015 and present their prize-winning lean-projects.
The BMW plant Munich whose assembly line has been awarded the Automotive Lean Production Award 2014
in the category OEM invites the participants to an exclusive tour to its production followed by a get-together
at BMW Welt on November 17th 2015.
For further information please visit: www.automotive-lean-production.de

Learning from the best!


10 years Automotive Lean
Production - Award & Study
Objective of the initiative
AUTOMOBIL PRODUKTION and Agamus Consult are carrying out the Automotive Lean Production study for the
10th time. The Europe-wide initiative focussing on lean is
referring to following key topics:
What are the success factors of Lean Production?
Efficiency and effectiveness: How does the lean
methodology work?
Who applies lean methods and strategies and what are
the results in terms of quality and cost?
To answer the questions above, the following
questionnaire is annually updated based on the
knowledge and the experience of the consultants of
Agamus Consult. The feedback and discussion from
more than 180 evaluation visits up to now are taken
into consideration.
The best performers of the study will be awarded the
Automotive Lean Production Award in following
categories:
OEM
Supplier: International Group, Midsized International
Company, Midsized National Company

Winners of the 2014 Awards were BMW, Volkswagen


Nutzfahrzeuge, Continental, Bosch and Schmitz Cargobull.
They are presented on page 9.
Target group of the questionnaire
The questionnaire is intended for Lean Managers in the sectors
of production, logistics and development as well as Operations
Managers with national or international responsibility. The
survey is addressing plants or operating units.
Application procedure
After analysis of the questionnaires, the top performers
candidates for the Automotive Lean Production Award 2015
will be visited for further analysis and on-site validation of
the results. In a personal feedback session you will have the
opportunity to discuss your strengths and potential improvements with our experts.
For all participants, who are not belonging to the circle of
finalists, Agamus Consult offers an evaluation visit without
reference to an award on request.
Results of the Study
The Study allows a direct comparison with the best in
class: In addition to a free copy of the Study (regular price:
289,-), all participants will receive an individualized analysis
including international benchmarking on request.

Participation is free

Comments from former participants


By participating in the initiative Automotive Lean Production '- Award & Study and the following on-site visit, we had
the opportunity to reflect our previous activities in an extended frame of reference. The impulses and suggestions we
received from the Agamus Lean experts during the exchange of experiences are very helpful for us.
Michael Fischbach, General Manager Production System Kassel, Volkswagen AG
The Automotive Lean Production Award, one of the most important awards in the automotive industry
BMW Group Communication: BMW Press-Information
While engaging ourselves with the questions, we were able to reflect on our achievements once again as well as
bringing into focus the challenges of the steps that lie ahead of us.
Peter Lion, Head of Department HoP1/BPS - Bosch Production System, Robert Bosch GmbH, Plant Homburg
Completing the 'Automotive Lean Production' questionnaire and the feedback received based on the collected
benchmark data helped us identify and assess new fields of action and to derive the appropriate measures.
Uwe Zakel, Lean Management, Wolfgang Loch e.K.

2015 Agamus Consult - All rights reserved

A. Contact data
1
2
3
4
5

YES

Name of respondent:
Job title:
Company and address:
Phone number:
E-Mail:

What is the exact designation of your unit (company, plant, ) you are participating with in the study?
(Hereafter always designated as plant)

State your plants two most important products:

Do you wish to apply for one of the Awards for your plant?
(You will receive the results of the study even if you do not apply for the Award.)
B. Structural data

NO

YES

NO

How many employees work at your plant?

10

What is the ratio of temporary workers in production-related departments? (Based on FTE)

11

What is the ratio of direct employees in relation to the entire workforce?


(Direct employees = spend at least 80% of their attendance with value adding activities)

12

What was your plants revenue in the last business year? (In millions of )

13

What percentage of this revenue is generated in the aftermarket?


(Including Original Equipment Service)

14

What percentage of your revenue stems directly from enterprises in the automotive industry?

15

Your organization is mainly attributable to which tier of the automotive industry? (One answer only please)
OEM (vehicle manufacturer)
TIER 1
TIER 2 or higher

16

Are you a development supplier?

17

How do you supply your customers in regards of delivery system?


(Classify as following types and specify each as a percentage of value of goods)

18

Batch (lot sizes)

Just in Time (JIT)

Just in Sequence (JIS)

What are the main production technologies at your plant?


Please state the distribution of your direct production employees.
Assembly

Robot welding (e.g. body shop)

Casting (metal)

Pressing, punching, forging ... (metal)

Machining (shape-cutting)

Painting, powder coating, heat treatment, electroplating

Plastics processing (e.g. injection moulding, thermoforming, RIM-process)

Manufacturing of electronic parts (e.g. SMD assembly)

Other (please specify):

C. Introduction of Lean
There is not just one way to implement Lean Production. Each company has to find its own path.

19

Since when (year) have you been introducing Lean principles and tools to an appreciable extent?

20

Which way of implementation for Lean did you choose? (Only one response, please)
Top-Down (method-driven, e.g. description of the Lean-system => rollout => measurement of
implementation stage)
Bottom-Up (process-driven, e.g. Process analysis => test of suitable methods => system description
=> extension to other areas => measurement of process quality)

2015 Agamus Consult All rights reserved

YES

NO

21

Which were the most important success factors for the prosperous implementation of Lean?
Please choose your TOP 4.
Mobilization and commitment (Top management commitment, open communication of actions and goals)
Leadership by Top management
Alignment across all hierarchical levels (coherent goals and a shared path)
Lean Roadmap (development and implementation of a roadmap for the implementation process of Lean)
Qualification measures for employees aligned to future requirements
Leadership (handling of the employees individual framework conditions, shopfloormanagement, )
Flagship projects (divisions that were optimized through Lean and represent a reference project)
Consistent performance measurement system (basis for the measurability of success)
Monitoring of successes (management and control on the basis of few KPIs, transparency)
Further development of culture (establishing Lean principles as a part of the corporate culture)
Other (please specify):

22

YES

Which statements apply to your plant? (One response to each statement, please)

NO

We can quantify the benefits of introducing Lean production.


We can quantify the costs of introducing Lean production.
We are satisfied with the implementation speed.
23

Do you have a Lean Roadmap?


If yes: What planning horizon (years) does the Roadmap show?

years

INTENSIVE

VERY

INTENSIVE

INTENSIVE

NOT VERY

How intensive were your previous activities regarding the following Lean-elds?

ACTIVITIES

24

NO

If yes: Is it a plant specic Roadmap?

Process optimization
Design and improvement of lean value streams
Challenging and supporting the employees
Including experts and executive staff
Challenging and supporting the suppliers
Supplier Development, value-stream optimization, Integration of suppliers,
Learning organization
A change in the behaviour for a self-controlled CIP supplemented by Kaikaku
Long-term corporate strategy
Combination of Lean-activities in order to optimize the business model
D. Communication and Change Management

YES

How do you integrate your employees into the process of change?

25

Do you have a Communication and Change Management strategy for your plant?

26

How was/is the commitment of your plants employees regarding Lean and a production system?

NO

During the implementation phase? (Please state positive in 0-100%)

How is it today? (Please state positive in 0-100%)

COMPLETELY

MOSTLY

NOT

To what extent do you agree on the following statements?


(One response to each statement, please)

RATHER

27

NOT AT ALL

If today is less than 100%:


At which groups do you still feel resistance against Lean?:

At our plant we do have a vivid exchange of information. Our employees are


informed quickly and sufficient about lean activities.
If lean topics affect the employees work, they are actively involved by
the superiors.
Collaboration between direct and indirect departments does not cause any
major frictions.
We established Lean as a philosophy at our plant.
We do not experience any fears or resistance against the introduction and implementation of Lean from our employees - our employees are involved in the process.
2015 Agamus Consult All rights reserved

SIVELY

VERY
INTENSIVELY

YES

NO

INTEN-

FEW

RATHER

ALL

NOT AT

28

What kind of Communication and Change Management methods and tools do


you use in order to inform and mobilise your staff?
(One response to each method/tool, please)
Print media (plant newsletter, info poster, bulleting board, newsletter etc.)
Events (factory meeting, information day, company celebration etc.)
Conversational, interactive communication (informational fairs, communication
boards, team training etc.)
Online communication (Intranet, news ticker, CEO mail, social media etc.)
Information packs (Booklets, flyer, starter kit etc.)
Feedback communication (barometer of public opinion, sounding board, interviews etc.)

31

Which departments have set lean goals, and at what level have these goals been set?

NONE

Do any capacity issues occur at middle management level in the course of a year?
(e.g. brought up by having to deal with additional issues)

MANAGEMENT

30

MIDDLE

Is the middle managements resource planning for Lean topics realistic?

MANAGEMENT

29

TOP

What level of implementation have you achieved?

SECTION LEADER

E. Lean Philosophy & systematical approach

FOREMAN/

Symbols (Logo, slogan, screensaver, eye-catcher etc.)

Production
R&D
Quality
Purchasing
Logistics
Finance/Controlling
Sales
32

Do you have a controlling system that is able to evaluate nancially the improvements
(planned and implemented) driven by lean activities?
If yes: On the basis of which KPI(s) do you assess them?:

33

Do you measure the maturity level of your production system?


If yes, are you using special performance indicators to measure the maturity level?
If yes, which?:

34

Which maturity level shows your plant according to the model above?
(state positive 0-100%; if you use a stage model, please refer to the highest stage)

35

Have you developed a systematic and role-specic lean training program for your plant?

If yes: What roles does it address?


Team leader/group leader
Supervisor
Middle management
Others (please specify):
36

If yes: Which departments does it address?


Production
Industrial engineering
Logistics (in-plant)
Supply chain (Employees that influence the supply chain, for example purchasing/sales)
Others (please specify):

37

If yes: To what extend have you implemented the lean training program?
(percentage of all employees that have passed this program)

38

How many Lean-experts that are released from other duties (FTE) do you have per 100 employees?

2015 Agamus Consult - All rights reserved

YES

NO

COMPLETELY

What role(s) do they typically play within your Lean organization?

EXTENSIVELY

39

In-house consulting
Lean trainer
Project leaders of Lean projects
40

What kind of additional functions have you dened within your work organization?
Hancho function (supporting employee at the team leader-level: Problem solving, compliance with
standards, first management level on site)
Separation of production and logistic activities (Dandori employee, detailed logistics, )

HALFWAY

NOT

Lean-elements are the base of operating and continuously improving a Lean company.

PILOT

F. Production system - structure and implementation level

IMPLEMENTED

Disseminators (Specific selected employees that get trained concerning Lean topics and actively
transmit their knowledge within their areas)

To what extent have you sustainably implemented the following Lean production practices at your plant?
41

5S
(Sort, set in order, shine, standardize, sustain)

42

FMC - Flexible Manpower Cell


A working environment in which people and machines can quickly adapt to
changing customer demands

43

Flexible working hours


e.g. flex time accounts

44

Flow production
Work cells sequenced to match the flow of materials, optimized paths,
synchronized and concatenated processes

45

Group/team work models


Multiple qualifications, partly autonomous teams

46

Kaizen- / CIP-Workshops
Continuous improvement workshops with the employees who take part
in the process

47

Supplier development
Proactively develop the supplier to extensively integrate material and
information flows

48

Cyclical materials supply in production


Milkrun, Waterspider, etc.

49

Level production
Levelled job orders in order to produce for a defined period a constant number of
products in defined intervals

50

Poka Yoke
Employ a specially designed material or manufacturing process to prevent
errors; failure-safe processes, test mediums and equipment

51

Q-Tools
QFD, FMEA, 6-Sigma, 8D-Reports, A3-problem-solving process, etc.

52

Fast-response systems
Standardized event- and time-driven escalation routines that provide the
necessary resources in the event of problems; e.g. pull cord

53

Fast setup
Fast tooling to flexibly respond to customer requirements; goal:
reducing stock and increasing flexibility

54

Standardized workows
Clearly visualize workflows, defined operator cycles dependent on the
customer tact time; Goal: process reliability and efficient employee deployment

55

Standardized KPIs
Key figures that represent the necessary efficiency ratios (OEE, workforce productivity, complaint files) at production group level and are aggregated
to area codes
2015 Agamus Consult - All rights reserved

56

TPM - Total Productive Maintenance


Maintenance strategy, autonomous maintenance, management of external
services, spare-part-management, workload planning and scheduling in maintenance

57

Pull production control


Pull principle driven by demand, self-regulated control loops

58

Visual management
Visual indications of standards of material and information flow, to detect deviations
and introduce counter action immediately

59

Value stream methodology


Graphic account of material and information flow as map and design; to determine total lead time and identify non value adding activities within the process

60

Shopoormanagement
Management on the shopfloor, standardized routines applicable to operators
and management
G. Lean in the supply chain
Only a holistic analysis of the value chain can lead to success.

YES

NO

61

What is the proportion of material cost in relation to the total turnover? (Raw materials and purchased parts)

62

In what kind of delivery are these materials been supplied? (Please specify each as a percentage by value of goods)

63

Batch

Just-In-Time (JIT)

Just-In-Sequence (JIS)

At what level is your stock being located? (Please specify each as a percentage by value of goods)
Raw material

Work in progress

Semi-finished products

Finished products

64

What is your average inventory level in relation to your plants turnover?

65

To what extent do you analyse the value streams between your company and the supplier?
(Only one answer, please)
For less than 25 % of the purchasing volume
Between 25 % and 50 % of the purchasing volume
For more than 50% of the purchasing volume
We do not analyse value streams in respect of suppliers.

66

What reaction time (days) do you need to increase your production by 20% stable?

days

What will be the first limiting resource? (People, machine/equipment, material, tool)?:
67

What is your typical frozen zone (days) for job orders?

days

68

What is your typical frozen zone (days) for procurement requests?

days

69

How do you increase your planning reliability to improve stability in call offs?

70

What do you do to optimize the supply chain efciency of your suppliers?


H. Value Stream Performance
The Value Stream Performance is an indicator of the excellence of the material flow. It is one of the main driver for success.

71

How many days supply (own + consigned) of nished goods do you maintain on average?

72

How many days supply (own + consigned) of raw materials do you maintain on average?

73

What is the frequency of production of A-products? (One answer only please)


Several times a day
Every day
Every third day
Every week
At intervals longer than weekly or irregularly
Unknown

2015 Agamus Consult - All rights reserved

YES

NO

74

What is your plants service level (on time in full deliveries) from your customers perspective?
(Order placement date, delivery date)

75

What is your suppliers customer service level from your plants perspective?
(Order placement date, delivery date)

76

What is the average overall equipment effectiveness (OEE) as a percentage of total production
time at bottleneck processes/machines?

77

What is your direct customer complains rate? (Product and logistics defects only)

PPM

I. Your experience with Lean


What kind of results did you achieve by implementing Lean principles and how have these principles become part your day to day business?
IMPROVEMENT
OVER THE LAST
2 YEARS

IMPROVEMENT
IN THE NEXT
2 YEARS

Productivity

Cost reduction

Internal PPM

Suppliers PPM

PPM to customers

Lead time

Inventory

OEE

Reaction speed

Flexibility

Other (please specify):

COMPLETELY
COMPLETEL

To what extent do you agree on the following statements due to your previous
Lean-experience?

MOSTLY

81

MOSTLY

How many suggestions for improvement are submitted per employee per year?
RATHER NOT

80

%-points

RATHER NOT

What portion of productivity improvements performed in 2014 is caused by your


Lean activities? (Absolute as percentage points)

NOT AT ALL

79

NOT AT ALL

78

What relative percentage of improvement did you achieve by your Lean activities in
the last two years respectively what do you plan to achieve in the next two years?
In terms of:

Repeated failures have been reduced sustainably.


The number of fire-fighting situations decreased.
We have a positive culture of dealing with failures and communicating them.
The efficiency regarding the executives work has increased.
Lean has contributed to the further development of our business model.
We were able to improve our competitive position significantly.
J. Lean in the indirect areas
Considering the continuously increasing customers requirements and process complexity at the same time,
the roll out of Lean philosophy into indirect departments becomes more and more important.

Lean in industrial engineering: To what extent do you agree on the following statements?
82

Industrialization projects are focused on a target value stream design, target layout
and target KPIs. The remaining gaps between VSM and VSD are checked systematically and existing gaps are reduced by CIP-activities.

83

There are scheduled meetings, where employees from the departments production,
logistics, quality, purchasing, cost engineering and sales coordinate their activities
regularly.

84

Suppliers are regarded as an integral part of the value chain and therefore
systematically integrated into the industrialization process.

85

We have defined the core- and key competencies of our plant and we expand them
systematically. This is also a criteria for make-or-buy decisions.

86

We have a specific KPI-monitoring for the industrialization of new products and


processes.

87

The guidelines defined by the value stream design are systematically implemented
during the process-, production- and logistics planning.

88

We deduce qualification and job requirements from our planned industrialization


projects and enter them to the staff planning.
2015 Agamus Consult - All rights reserved

There are defined standards for operating equipment, facilities, machines, tools,
components and parts that are used in SOPs.

90

We practice an extensive risk management (costs, deadlines, quality, resources) in


our project planning and project controlling.

91

All cost centres agreed on efficiency goals, which leads to a reduction of overhead costs.

92

We have a defined Lean management system for the indirect departments.

93

All indirect cost centres of our plant are regularly evaluated by a standardized maturity
assessment model for Lean administration.

94

The processes in our indirect areas are standardized and applied by our employees.

95

Critical (sub-)processes are identified and we know our bottlenecks.

Lean in the indirect departments: To what extent do you agree on the following statements?

For critical (sub-)processes, the processing times, quality, service level


(internal/external customers) are defined and controlled.
The rollout of Lean administration is carried out using a graduated scheme and a
97
toolbox that is trained and used if required.
There are daily regular meetings in all departments, where KPIs and capacities are
98
visualized on a Whiteboard.
Targets are cascaded top-down and difficulties in achieving the targets are escalated
99
bottom-up.
There are control loops for problem solving together with the
100
(internal/external) customer.
Specific trainings and job rotations in combination with a qualification matrix allow
101
us to meet the flexible requirements regarding our personnel capacities.
Employees are actively involved in designing and optimizing the (sub-)processes
102 for example by taking part in kaizen workshops, self-assessment or problem
solving circles.
96

Formular senden

Thank you very much for your participation!


Your contact for queries:
Daniela Koch
Project team Initiative Automotive Lean Production
Agamus Consult GmbH
Phone: +49 172 8585615
Email: daniela.koch@agamus.com

2015 Agamus Consult - All rights reserved

COMPLETELY

MOSTLY

RATHER NOT

NOT AT ALL

89

The winners of the

Automotive Lean Production


Awards 2014
OEM: BMW Group, Plant Munich, Assembly
International Group: Tecnologie Diesel e Sistemi Frenanti S.p.A., Bari, Italy
International Group: Continental Teves AG & Co. oHG, Frankfurt am Main
Midsize International Company: Schmitz Cargobull AG, Vreden
Special Award Ergonomics: Volkswagen Nutzfahrzeuge, Hannover

The winners of the benchmark study 'Automotive Lean Production' - Award & Study Awards 2014 presented by AUTOMOBIL
PRODUKTION and Agamus Consult (from left to right):
Dr. Werner Geiger, Agamus Consult GmbH
Michael Timmermann, Schmitz Cargobull AG
Jan-Peter Bertsche, Volkswagen Nutzfahrzeuge
Enno Scharphuis, Tecnologie Diesel e Sistemi Frenanti S.p.A.
Paul Schneider, Continental Teves AG & Co. oHG
Hermann Bohrer, BMW Group
Bettina Mayer, AUTOMOBIL PRODUKTION
Picture: SEAT

A workplace model for the future +++ People and


machines together +++ On the same production line
+++ Robots perform the most taxing work +++ Keeping
physical stress to a minimum +++ The BMW Group
+++ Leader in collaborative production
Watch the video here:

BMWGROUP.COM/ WHATSNEXT

WHY DO WE TEAM UP
WITH ROBOTS?
TO AVOID ANY IMPACT.
INNOVATIVE ROBOTICS FOR BETTER OCCUPATIONAL HEALTH.
ITS WHATS NEXT FOR US.

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