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Semelhante a 04 13-12 operations management powerpoint
Semelhante a 04 13-12 operations management powerpoint (20)
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04 13-12 operations management powerpoint
- 1. Dudley – The Future is now! February, 2012
- 2. Agenda Introduction Technology – Ever changing world Dudley’s Strategy Innovation in Finishing Key Points - Timing - Facility - New Skills & Training Volumes - 2012 Finishing Organizational Changes Process Details – Q & A 2
- 3. History of Gentex and Essilor of America Largest manufacture in the Dudley, MA area Produce corrective lenses and coating for ophthalmic industry worldwide Gentex optic was acquired by Essilor in 1995 Employees 400 people, 12 hour shift intervals, 7 days a week Forbes magazine list “The World’s Most Innovative companies” Iconic products such as, Varilux and Crizal. Three R&D centers US, France and Singapore Joint- Ventures 3
- 4. The World Around Us The world gets smaller each and every day The internet now gives everyone the ability to know everything The rate of change is mind blowing Finding that unique niche that separates you from everyone else is not so easy Continuously improving everything everyday is not a luxury Innovation is a “must have” Change is inevitable. Those that win aren’t afraid of it and know how to manage it 4
- 5. Technology What are some of the new technology in last 25 years that have revolutionized our society, industry, culture, mankind….. – Internet – Cell Phone – GPS – RFID 5
- 6. The need Unit Cost Gap Unit Cost Dudley Competition 6
- 7. Dudley Strategy Two Strategies 7
- 8. OPERATIONAL EXCELLENCE Continuously Innovation Improve 8
- 9. Innovation in the Finishing Dept. ►Plan/Communication started Jan 2012 ►Auto-sort = A gateway technology ►Integration of the Technologies ►Automation Phase 2 9
- 10. Current State - Dudley Inspection Lines Today ½ ½ ½ ½ ½ ½ Label Label Label Runner Runner Runner Maker Maker Maker Manual Manual Manual Degate Degate Degate Manual Manual Manual Manual Manual Manual Sort Sort Sort Sort Sort Sort Manual Manual Manual Verify Verify Verify Inline Inline Inline Audit Audit Audit 10 10
- 11. Future State - New Inspection Process Loader Auto Auto Auto Degate Degate Degate FIP Phase II Integrated System Auto 3 Automatic Degating Sort machines 4 ASM (Cosmos) 8 Universal Operator Auto Stations Sort (Sort/Verify/Audit) Universal Universal RFID Carrier Transport and SCADA Auto Sort traffic control. Universal Universal Capacity 60K lenses in 24 hours Auto Sort Universal Universal Auto ASM by-pass Unloader Accum Universal Universal 11
- 12. Planning Macro – Key Points –Facility work --- (January – March) –Components arrive --- (March – April) –Installation --- (March – May) –Debug/Pilot/Training --- (May – July) –Production Mode --- (July – August) 12
- 13. Planning Short-term Horizon – 1C line, robot validation --- (Jan – Feb) – 1A line, ASM validation --- (Jan – Mar) – Facility preparation --- (Jan – Mar) • Office Moves • QC Cafeteria closing (1 month) • PMS Meeting location changed (IIP & Coating) • Temporary dust prevention walls installed 13
- 14. Second Floor West Distr Existing Facility Layout 8/1/12 Auto, Eng Offices Maint Phase II Coating QC Auto Break QC QC Meeting QC Blue Rm Offices Raw Mat’l Second Floor North Second Floor South Molding Clear Finishing Distr QC Polar Molding QA EH&S Distr Molding Clear First Floor South First Floor North
- 15. Training What? Log in training Safety Overview When? Operational Training March - August 2012 FIP II DATA ,Trend, OEE Matrix Reporting Capability Overview Training Basic Maintenance Skilled Maintenance -AUTO TECH 15
- 16. Total Volumes - 2012 16
- 17. Clear Volumes - 2012 17
- 18. Polar Volumes - 2012 18
- 19. Organizational Changes New Positions created from FIP – Auto-Tech – Loader/Unloader – Maintenance Lead Positions not required in FIP – Picker/Label maker – Runner – Degator (Secondary) – Sorter for 80% of Clear Products – Mispack checker 19
- 20. Organizational Changes Reduction of 38 positions total across the 4 shifts Q1 Q2 JUL AUG SEP Q4 DL 28.5 29.5 29.5 20 20 20 We have a reduction in force policy: Voluntary lay-off option Temporary staff Final Notice Outplacement Services 20
- 21. How Can I Prepare Myself for the Future? LEARN Everything You Can! – Take part in all of the innovation projects and training. These are skills you can take with you anywhere. – Continuous Improvement will be very different in the future here but look what you have already learned? • 7 wastes • 5S • Structured Problem Solving • How to work as a Team • …………and more to come! 21
- 22. Questions? 22
Notas do Editor
- Emphasizing the speed of change and the ever changing world we live in
- Asking the questions before showing the answers to bring the group into the conversation/presentation. Create a realization of wow, when you step back and see the big picture
- The business case around us needing to have a strategy to overcome the ever important unit cost gap between us and the Essilor facilities in other countries, other companies, etc.
- To overcome the above the following strategy has been devised for Dudley
- Important to talk about this being a long standing plan in the works for some time – 2008. Inspection system is very good in Dudley, but still subjective. The Auto-sort helps with that problem and is our gateway to Technology. Once that piece was confirmed as a Innovative solution the past few years focus has been around integration of that into our manufacturing process along with what else that could give us the ability to do – Conveyors, ASDM, Accumulation of lenses in process.
- High level map of the new process. Point out the new technologies in green; what they are, what they do and the benefit that they bring to our process
- More firm dates will be communicated through your local managers as they become firm and are relevant to your functional area
- Date of Cafeteria closing is not determined at this time, but it will be very soon. The facilities team is in the final stages of determining lay-out of the new line and what area will be free for a potential area to be set-up. The space will be smaller than currently available, so breaks will have to be spread out and other break areas may need to be utilized. As soon as more firm details are available communication will occur
- Dotted line is where the FIP ph.2 will end as known today. Important to note the flow and how in the process of construction and line set-up that it will change and a door to Molding will be used for the majority of truck traffic
- More details to be shared on training specifics and timing through your functional managers and teams in the coming weeks, months.
- Volumes as we see them right now – Overall above budget, with a slight drop in Q2 and then again in Q4
- Clear volumes are strong and above budget!
- Polar is below budget by nearly 1.5k lenses a day, but they are stable throughout the year. The biggest contributor is Kbco and not buying as much as they initially anticipated last fall
- Atuo-Tech is a production position that will be capable of operating the FIP line as whole. This is a new position to the organization that requires some pre-requisite skills in mechanical, electric, database and Automation
- Factors can change the total number of 38, but from the information we have this is what we see currently A voluntary lay-off option will be offered. Applications will be accepted and will be reviewed for feasibility. We can not guarantee that all requests for voluntary lay-off can be honored. Temporary Staff would then be impacted and assignments will end. Currently, there are 26 temporary team members. We will be meeting with these team members in a follow-up meeting separately. Any team member on active final notice will be impacted. Further steps for reduction in force if needed will be explained in detail in April. Outplacement services – A comprehensive plan for transitional services such as on-site outplacement assistance, assistance with filing for unemployment, and other means of assistance is being developed. This will also be communicated during the April timeframe.