Lean Manufacturing using real time enterprise or manufacturing execution system to optimize response, reducing waste and improving quality

1. Organizational Knowledge Beyond Lean Approach Carlos Eduardo DaSilva Global Quality Manager Vibracoustic NA A division of Freudenberg-NOK

3. Global Business with…

5. Transition Time 1800 and early 1900 2000 and beyond Knowledge-Driven Work Network Alliances (Team Based) Information Systems Mass Production Vertical Hierarchies (Closed System) Assembly Line Data based in © Joel Cutcher-Gershenfeld, MIT - Lean Thinking - 2004 Craft Production Decentralized Enterprises Custom Manufacture and Tools 2000 and Beyond

6. Information is Everywhere

7. Knowledge is Power

8. Live Organism–Open Systems Data from © Joel Cutcher-Gershenfeld, MIT - Lean Thinking - 2004

9. Looking to the Future Data from © Carlos Eduardo DaSilva, SAE – Global Competition with Global Competence - 2008

11. Key Concept PEOPLE PEOPLE PEOPLE PEOPLE PROCESS PROCESS PROCESS PROCESS CONTROL CONTROL CONTROL CONTROL

12. Quality as Result of… Data transformed becomes information. Information transformed becomes intelligence. Intelligence transformed becomes competitive advantage .

13. …Human Excellence GROUP BEHAVIOR / ORGANIZACIONAL TEAM BEHAVIOR Management INDIVIDUAL BEHAVIOR SKILLS INDIVIDUAL BEHAVIOR SKILLS ACTION INDIVIDUAL BEHAVIOR SKILLS INDIVIDUAL BEHAVIOR SKILLS ACTION ATTITUDE COMPETENCE ATTITUDE COMPETENCE Assurance ATTITUDE COMPETENCE ATTITUDE COMPETENCE Assurance KNOWLEDGE KNOWLEDGE KNOWLEDGE KNOWLEDGE

14. Planning the Future is… T P S

15. …Managing the Change “ T hinking” P roduction S ystem = T oyota T

16. Execution “ It transfers the maximum number of tasks and responsibilities to those workers actually adding value to the car on the line, and it has in place a system for detecting defects that quickly traces every problem, …” THE MACHINE THAT CHANGED THE WORLD James P. Womack, Daniel T. Jones, and Daniel Roos

17. The results

18. TPS is not a Tool Box…

19. TPS is Attitude… Jidoka Highlighting/Visualization of problems Quality must be built in during the manufacturing process for the Just-in-Time system to function Just-in-Time Making only “what is needed, when it is needed, and in the amount needed Producing quality products efficiently through the complete elimination of waste, inconsistencies, and unreasonable requirements on the production line Process Controls Waste Elimination

20. A normal day in the office… Fast Response or “ Luck”

21. Real Time Process Control IPC MANUFACTURING KNOWLEDGE COMAKERSHIP SUPPLIER KNOWLEDGE VISUAL FACTORY BEHAVIOR Basic Model from 2002 case study at USA Company Just in Time Database Reports MRB KPI Database Reports CAR KPI 5S Visual Aid KanBan Integration Center

22. Manufacturing System IPC MANAGEMENT LEVEL Product Assurance IPC ENGINEERING LEVEL Quality Control IPC – OPERATOR LEVEL Business Management Effectiveness Efficiency

23. Manufacturing Execution System

24. Real Time Tracking

25. Real Time Feedback

26. Look the Picture and… … count the black dots! Thank You!! [email_address] Phone: +1 603 361 8303 Fast Response is Possible!!