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Operations Management Overview at CNH Saskatoon 10/15/13.

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Presentation on theme: "Operations Management Overview at CNH Saskatoon 10/15/13."— Presentation transcript:

1 Operations Management Overview at CNH Saskatoon 10/15/13

2 Plant Information

3 The previous company, Flexi-Coil Ltd., was established in During the 1990s Flexi-Coil became Canada's largest farm manufacturer. Air Seeding and Tillage industry leader in North America and Australia. (air carts, drills and coil packer) New Holland purchased 35% of Flexi-Coil in 1997 1999 Merger of New Holland and CaseIH The remaining shares of Flexi-Coil were acquired in January of 2000 Flexi-Coil Company History

4 PLANT 632,000 SQUARE FT 58,700 SQUARE M LAND 156 ACRES 63 HECTARE Saskatoon Facility

5 Manufacturing 94 Salaried 723 Hourly Total Saskatoon Site817 Fabrication:113 West Plant:218 East Plant:236 Other:156 No third party logistics Headcount

6 CNH SASKATOON INFORMATION CNH Saskatoon Sales $412M CNH Projected Sales $500M

7

8 8 Plant Summary – Supplier Distribution Saskatoon Suppliers 0-20 Km 18% 2160 p/n 0-20 Km 18% 2160 p/n Step 3 Activity with Local Suppliers

9 Plant Layout East Powder Paint Line Planter, Header Assembly Lines Planter and Header Weld Stalls Fabrication Equipment Receiving / Warehouse West Powder Paint Line Air Seeder line Tillage and Air Seeder Weld Stalls Tillage Crating and Component Assembly M66 Assembly

10 Fabrication is divided into two areas North Fabrication Torch and Machine Types of Equipment: 8 Vertical Milling Machines 9 CNC Lathes 3 Lasers 6 Plasma Cutters 7 Punch Presses (110ton to 800ton) 7 Press Brakes 12 Saws (autosaws, CNC, and Large Saws) Fabrication Department

11 Volumes

12 Product Line

13 Air Carts (4 models, 3 brands) Air Carts (4 models, 3 brands) Hoe/Disk Drills (4 models, 3 brands) Hoe/Disk Drills (4 models, 3 brands) Planters (17 models, 1 brand) Planters (17 models, 1 brand) Products

14 Corn Heads (2 models, 2 brands) Corn Heads (2 models, 2 brands) Pickup Heads (2 models, 2 brands) Pickup Heads (2 models, 2 brands) Products

15 New Product Launches Pickup Header January R30/18R20 Corn Header April Bu Air Cart February Planter January 2013 M66 January 2013 January 2013 Pull-Type Sprayer Dec 2011

16 16 USA 70.6% Canada 21.9% China 2.6% S America 0.6% Australia/NZ 2.0% Africa 0.5% CIS 1.8% Plant Summary – Customer Distribution

17 17 Plant Summary – Operational Complexity MFG Parts: 34,833 Buy Parts: 9,883 Lines – 7 Models – 50 TT – Technical type Options Planters Air Systems Headers Disc Drills Air Drills Sprayers Drawbars Cultivators

18 Operational Complexity - Scheduling 18

19 PLANT METRICS

20 KPI - Lost Time Injury Frequency KPI – First Aid Injury Frequency 20 Plant KPI’s - Safety 100% Decrease in LTI Frequency since % Decrease in First Aid Frequency since Million Hours no Lost Time Injury

21 World Class Manufacturing WCM audit May, 2013 – 54 points, Number 1 CNH plant in NA 1 st out of 30 CNH plants world wide

22  Considerable improvements to Plant KPI’s ( Safety, Quality, Productivity, Shipping )  Continue to empower employees (ESP, Employee Observation Form, Quick Kaizen, Plant Wide Data Collection)  Staying competitive globally requires constant growth and improvement 2011 Savings $5.6M 9.0% of Trans. Cost 2012 Savings $5.9M 9.2% of Trans. Cost Why WCM Is Important to Saskatoon

23 Employee Suggestion Program Motivation of Operators Motivation of Operators 61% Implemented 2,535 Suggestions YTD

24 Annual Savings$5.6 M$5.9 M$4.6 M % Trans. Cost9.0%9.2%9.1% WCM As A Way of Life In Saskatoon

25 Route Map to WCM 2013 Route Map to WCM

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27 18 major projects initiated in WO/Log/AM/PM/QC/FI 16 Fiat Experts from Mirafiori Plant arrived for 8 weeks Isvor Trainers were onsite for 4 weeks Saskatoon project champions consisted of Supervisors/Manufacturing Engineers/Group Leads WCM Evolution WCM Starts Mar Yamashina Audit Oct Points Mr. Pino Audit Dec Points Yamashina Audit April Points Materazzo Audit Aug Points Mr. Emo Audit May Points Mr. Risi Audit Nov Points Mr. Orkun Audit May Points Fiat Special Action Plan Feb. 2009

28  Communicated weekly  Tied to employee PLM Clarity of Objectives 28 Clarity of Objectives – KPI’s

29 Objectives managed through central Performance Management System (EHRMS System) Plant Functional Area Salaried Employee Goal Alignment Hourly Employee Performance/Results Plant Manager’s Goals provide the foundation for all other objectives. For 2012 they are: -Cost (Productivity & Spending) -Safety -Quality -Delivery & Inventory -WCM Area Manager’s Goals are derived from the Plant Manager’s goals. For 2012 they are: -Cost (Productivity & Spending) -Safety -Quality -HR -WCM Production Supervisor’s Goals are derived from the Area Manager’s Goals and linked with their employee’s Goals: -Spending -Productivity -Safety -Quality -HR -WCM Hourly Employee’s Goals are derived from the Success Share Targets set across all plants: -Spending -Productivity -Safety -Quality -WCM Example of Goal Alignment from Plant Manager to the Hourly Employees: 29 Clarity of Objectives – KPI’s Clarity of Objectives

30 Kaizen Tracking Board Activity BoardsPillar Display Boards Departmental BoardsFront Entrance Safety KPI Display Boards 30 Clarity of Objectives – KPI’s/Communication Clarity of Objectives

31 Some Of The Methods- Tools Used So Far: DOE PPA Regression Analysis LCA Kaizen (QK, SK, MK, AK) NVAA Analysis SOP / OPL’s Spaghetti Diagram Process Mapping EWO Herca’s PFMEA Poka Yoke Video Analysis (WO/LOG/FI) SMED TWTTP/HERCA 31 Commitment of the Organization WCM Tools Used

32 Headcount

33 KPI - Lost Time Injury Frequency KPI – First Aid Injury Frequency 33 Plant KPI’s - Safety 100% Decrease in LTI Frequency since % Decrease in First Aid Frequency since Million Hours no Lost Time Injury


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