SMED : Exemple de terrain

Le but du SMED, c’est la réduction de la taille des lots

Passons à un exemple de terrain

Je vous propose de nous intéresser maintenant à un chantier SMED que j’ai réalisé il y a quelques semaines au sein d’une PME.

Cette entreprise est confrontée à une problématique de taille de lots. En effet, elle intervient dans le domaine de la sous-traitance. Elle produit des pièces très techniques qui ne nécessitent pas d’opération d’assemblage. La matière brute est transformée en une seule opération sur la machine pour donner le produit fini.

Or, depuis quelques années, elle voit une évolution de ses commandes. Ses clients “se mettent eux aussi au Lean” et lui demandent de plus en plus des commandes cadencées en “petites quantités”.

En un mot, la réduction de la taille des lots est de mise. Plus petit, mais plus souvent !

Quel est le problème ?

Le problème est que sur certaines machines, avec leur façon d’effectuer leur changement de série, …

… ils passent plus de temps à régler qu’à produire !!!

Ils me citaient eux-mêmes l’exemple d’une série produite en 1h30 qui avait nécessité 2h30 de réglage !

Le chantier

Nous avons constitué un groupe de travail comprenant, le responsable du réglage ainsi que l’opérateur/régleur de la machine concernée … puis nous avons suivi la méthodologie décrite dans l’article précédent : La méthode SMED

Rassurez-vous, je ne vais pas passer en revue toutes nos actions dans le détail.

Néanmoins, j’insiste sur un point. Il est absolument nécessaire que l’opérateur qui a été filmé lors du réglage soit présent lors de l’analyse du film pour expliquer toutes ses actions.

C’est, à chaque fois, l’occasion d’une prise de conscience (pour ne pas parler de “claque”). Je n’ai jamais vu de gars qui ne soit pas étonné en “se voyant faire”. Il réalise et voit tous les gaspillages qui polluent ses actions.

Utilisation de la rondelle en U

Quelques explications : La machine observée cintre du fil. Ce fil est livré sur bobine. Il est donc nécessaire de le redresser avant de le cintrer. Pour cela, un redresseur est utilisé (schéma ci-dessous). Le principe est de faire passer le fil entre deux rangées de galets alignés. Pour chaque diamètre de fil, il faut régler les deux rangées afin que les galets viennent au contact du fil. Un préréglage est fait en jouant sur la barrette (tous les galets bougent). Par la suite, un réglage fin peut-être fait sur chaque galet indépendamment.

Rondelle en “U”

Lien de l’image : lien

L’idée est venue qu’il serait possible de gagner beaucoup de temps si l’on utilisait des barrettes de réglage différentes et déjà préréglées (un jeu de deux barrettes) pour chaque diamètre.

Pour cela, il fallait pouvoir remplacer les barrettes facilement. Nous avons donc utilisé le principe de la “rondelle en U”.

Le redresseur modifié ressemble alors à :

Lien de l’image : lien

En vidéo, c’est mieux !

Nous avons filmé le préréglage de la barrette avant et après introduction des “rondelles en U”

Vidéo AVANT : 

Vidéo APRÈS  :

Nota : Regardez le serrage dans la seconde vidéo. Un quart de tour … et c’est tout !

Le résultat a été immédiat. Pour cette seule opération, le temps est passé de 66 à 26 secondes, soit une réduction de 61 % !

En utilisant des rondelles plus larges sur lesquelles seront soudés des “petits manches” (Kaizen) et avec l’entraînement, je pense qu’il sera possible de changer de barrette en 15 à 20 secondes.

Source: http://www.aufildulean.fr/smed-un-exemple-44/

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Velocity: Combining Lean, Six Sigma and the Theory of Constraints to Achieve Breakthrough Performance - A Business Novel

2010 est année marquante dans l'histoire glorieuse du Lean Manufacturing ; c'est l'année de la publication  de « Velocity » de J.Cox, introduisant le TLS, TOC Lean Sigma, associant le Lean 6 Sigma dans un environnement TOC (Theory of Constraints).

Lien (Epub)

Utiliser le site suivant pour le convertir sous format .pdf  gratuitement :  www.zamzar.com

Résumé :
"Millions of readers remember The Goal, the landmark business novel that sets forth by way of story the essential principles of Eliyahu Goldratt's innovative methods of production. Now, from the AGI-Goldratt Institute and Jeff Cox, the same creative writer who co-authored The Goal, comes VELOCITY, the book that reveals how to achieve outstanding bottom-line results by integrating the world's three most powerful continuous improvement disciplines: Lean, Six Sigma, and Goldratt's Theory of Constraints. 

Used by the United States Navy and United States Marine Corps to dramatically improve some of the most complex, logistically vast supply chains in the world, the VELOCITY APPROACH draws on the strengths of all three disciplines to deliver breakthrough performance gains. In physics, speed with direction is velocity; in business, the application of VELOCITY means your organization can achieve operational speed with strategic direction to outmaneuver competitors, gain loyalty with customers, and rapidly build sustainable earnings growth -- in as little as one or two business quarters. 

Dee Jacob and Suzan Bergland, two princi-pals of AGI, have been teaching the concepts, techniques, and tools of VELOCITY to major corporations, including Procter & Gamble, ITT, and Northrop Grumman, for years. Now they unlock the door for you to see how to apply their insights and methods to your organization -- be it business, not-for-profit, manufacturing, or service based -- in order to shorten lead times, slash inventories, reduce production variability, and increase sales. 

Writer Jeff Cox returns with the vivid, realistic style that made The Goal so readable yet so edifying. Thrust into the presidency of the subsidiary company where she has managed sales and marketing, Amy Cieolara is mandated by her corporate superiors to implement Lean Six Sigma (LSS) in order to appease a key customer. Assigned to help her is LSS Master Black Belt Wayne Reese, installed as her operations manager. But as time goes on and corporate pressure mounts, Amy finds she has to start thinking for herself -- and learning from everyone around her -- and she arrives at the series of steps that form the core of the VELOCITY APPROACH. 

VELOCITY offers keen insight into the human and organizational factors that so often derail growth while teaching you proven, practical techniques for restarting and revving up the internal engines of your company to reach new levels of success. Colorful characters, believable situations, and everything from dice games to AGI's "reality tree" techniques make this business novel a vital resource for everyone seeking to deliver business improvement in these challenging economic times -- and far into the future "

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Six Sigma for Business Excellence

Six Sigma is a business management strategy that was originally developed by Motorola back in 1981. 

Simply put, the core objective of Six Sigma is to enhance the process output quality by accurately recognizing and eliminating the cause/s of errors along with reducing the variability in business and manufacturing processes. It’s suite of quality management processes, including the statistical methods help you establish a specialized infrastructure of people in your company that are experts in all these methods.  Every Six Sigma project that is executed within a company needs to follow specific steps and has certain attainable targets, such as:

• Bringing down pollution
• Increasing profits
• Maximizing consumer satisfaction
• Reducing operational costs
• Minimizing the process cycle times

The Six Sigma Approach

Understanding the Six Sigma approach is to know that:

• End-to-end initiatives to attain guaranteed and consistent process results are crucial for your business success
• Business and manufacturing procedures have characteristics that can be assessed, evaluated, managed and enhanced from time to time
• To obtain sustainable  quality enhancement needs complete focus and commitment of the entire company, especially from the top-management 

Business Benefits of Six Sigma

Today Six Sigma is applied extensively by most industry verticals that results in multiple benefits. The key business benefits include:

• Boosts customer loyalty: It helps in generating better products that ultimately lead to satisfied consumers, thereby increasing the chances of customer retention and loyalty. 
• Maximized shareholder value: Increased consumer loyalty and high service revenues automatically result in an increase in the stock process, which in turn increases the value for the shareholders. 
• An increased bottom line: Receiving the Six Sigma certification indicates an adherence to effective procedures across the board. The resources allocated to correction are lesser and production is more, this indicates that there are more products for sale and less product deficiencies. 
• Maximized employee satisfaction:  Every organization frets over  employee turnover costs. Six Sigma certification has resulted in maximized employee satisfaction. A favorable return to high quality work is motivational, thereby reducing the burnout. 
• Consumer satisfaction: Six Sigma executions ensure that the customers always get what they pay for. Furthermore, they are going to receive it at a lower cost or higher value. 
• Benefits the supply chain: Both customers and suppliers benefits from better product creation by following the principles of Six Sigma certification. 

Understanding the Six Sigma Stages

Six Sigma brings with it certain stages.  The Define stage for certain projects calls for benchmarking and base lining the process to be enhanced, structure the process into controllable sub-processes, specifying the objectives and the sub-objectives and setting up an infrastructure to attain the objectives. Analyze stage comes post the data collection process and involves careful evaluation to correctly recognize  the main causes that creates a problem. The Improve stage is all about a selecting a feasible solution post the team brainstorming session. The final stage is known as the Control stage, where the executions of solutions occur with an effective monitoring of the processes. All the stages mark the use of some Six Sigma tools that include:

• Define Stage: Baseline, Contract, Quality function deployment, Kano Model
• Measure Stage: Data collection, Sampling techniques, analysis and feedback collection
• Analysis Stage: Statistical inference, Root cause analysis and Cause & Effect diagrams
• Improve Stage: Robust design and experiment design
• Control Stage: Statistical and non-statistical controls

What makes Six Sigma stand out? 

Six Sigma tools stands distinguished from earlier quality improvement practices by offering:

• Complete focus and clarity for attaining measureable financial returns 
• A strong emphasis on effective assistance and management leadership
• The capability to arrive at  fact-based decisions depending on statistical processes and verifiable data instead of wayward assumptions

Is your company going to benefit from Six Sigma?

Six Sigma has been effective in almost every situation until something hinders the process. Inadequate know-how of Six Sigma tools or process is a major drawback.  The key factor that determines the success of Six Sigma certification in a company is commitment. Individuals are required to be focused on all levels. Furthermore, the top management needs to make sure that 100% of the resources and time are focused on ongoing efforts to realize the success of Six Sigma goals. 

Author: Shweta

source: greycampus.com

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Pack de 200 livres d'organisation et Management - Editions AFNOR & Eyrolles & Dunod

L’Association Carrefour des Compétences, est un groupement professionnel et universitaire qui met l’Homme au centre de ses préoccupations en tant qu’acteur de développement durable.


Site web :  www.accmaroc.org

Une collection de livres très intéressants est mise en ligne  par les membres de l'association ACC  ;

Accédez à la bibliothèque sur Google drive :  Cliquez ici !!

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Dosssier Pratique 5S : cours ,Livre,Procédure, Checklist et audit 5s

Les 5S est certainement l'un des outils qualité de la Qualité Totale à développer en priorité dans les entreprises. Il s'agit d'une démarche professionnelle qui ne peut pas s'improviser. Elle a pour objectif des enjeux économiques et de progrès permanent. L'une des premières étapes, sinon la première, doit porter sur la propreté et la bonne organisation des bureaux et des postes de travail dans l'entreprise. Tous les services de l'entreprise sont concernés, de la prise de la commande à l'expédition du produit. Ce serait une faute de considérer que seuls les ateliers peuvent et doivent pratiquer cette démarche. La qualité d'une entreprise est jugée par sa clientèle à travers sa tenue, son allure, la présentation de son accueil, de son réseau commercial, de son siège social et de la première impression qu'elle donne au travers de l'organisation de ses ateliers. 

On vous propose ;ci-après,un dossier complet qui vous guidera lors de la mise en oeuvre   de cette méthode  :

Télécharger le Dossier

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Gestion de production De Maurice Pillet, Chantal Martin-Bonnefous, Pascal Bonnefous

Lien de Téléchargement:  https://docs.google.com/file/d/0B1GtRCDmWhJmalJ4RG9MS19rVW8/preview

Description : 

Un ouvrage de référence pour tous les gestionnaires de production industrielle. Un cas concret d'entreprise fictive, fil rouge de l'ouvrage, pour expliquer et illustrer les différents outils et méthodes utilisés. Toutes les méthodes et tous les outils de gestion de production, des plus traditionnels aux novateurs, explicités, comparés et illustrés. L'ouvrage, entièrement mis à jour, reflète toutes les évolutions liées à la gestion de production. II se divise désormais en deux grandes partes ; la première regroupe les méthodes de base de la gestion de la production ainsi que l'informatisation de celles-ci (chapitres 2 à 10) ; la seconde concerne les méthodes d'amélioration de la production (chapitres 11 à 15), en mettant un accent fort sur la philosophie du Lean Manufacturing : L'entreprise en mouvement avec le Lean ; Les principaux outils du Lean ; Le pilotage d'atelier en flux tirés par la méthode Kanban ; L'implantation d'ateliers ; Les indicateurs de performance. Pour faciliter la lecture, illustrer les différentes méthodes et les différents outils de la gestion de production, les auteurs ont développé une entreprise fictive, iTechMedia.

Lecture en ligne :Abdellatif HAOUARI

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What Is Total Quality Management ?

Total Quality Management principle concentrates on the quality of product or service delivered by the organization using various systems, tools, and processes. One of the core principles of TQM is to involve all the members of the organization for producing best quality products and cement their position in the global market. TQM focuses on meeting stakeholder expectations in an efficient manner. TQM always ensures that products and services are delivered to the customer correctly in the very first instance. TQM principles can be applied to all the levels of an organization. If we look at an ISO initiative, it only focuses on the processes used for delivering the final product. TQM also focuses on the other aspects such as culture, ethics and attitude which ISO does not cover.
History of Total Quality Management
If we look at the history of quality management, it was designed and developed way back in 1920’s, but it was implemented by few organizations in 1940. The Japanese firms wanted to improve their quality of their products and increase their exports to gain economic stability, which was severely affected during the second world war. For this the Japanese invited an American statistician W. Edwards Deming, who designed and developed Statistical Quality Control (SQC) to Japan and spoke to their engineers and scientists for producing better quality goods.
The American statistician explained to Japanese engineers and scientists about his fourteen-point philosophy of management. After learning about Deming’s fourteen-point philosophy of management, the Japanese understood that for producing a quality product it is important that people from all levels of an organization have to participate in the production process and share a collective responsibility which would result in producing high-quality products. This philosophy was implemented by many Japanese firms.
Though, Deming’s philosophy was fruitful to Japanese firms, they wanted to increase their market share, and, for this reason, they invited Joseph Juran to explain about quality concepts that Juran mentioned in his Quality Control Handbook which were published in the year 1951. According to the historians, Juran’s visit to Japan was considered as the next phase in the quality management history. Though there’s been a lot of similarity between Deming’s and Juran’s views, but Juran also believed that the quality has to be embedded into every aspect of the business in order to nurture and develop the culture of quality within the organization. Juran also gave an explanation to the Japanese entrepreneurs that the quality comes at a cost which can affect their business which can be either positive or negative.
The American businesses also suffered financial jolts during 1970’s, and after studying the Japanese methodologies, the American also started implementing the principles of Total Quality Management. These principles were followed by some big companies such as Motorola and General Electric. These American giants regained their market share in the global market after implementing TQM principles.
TQM Principles
Today, Total Quality Management principles are practiced by many companies across the globe, and some organizations have made some minor alterations to the principles so that it can be easily adapted by the organization. The primary philosophy which is based on the continuous improvement model remains the same that is to provide top quality service and products to the end customer or client. The companies can achieve this through the following methodology:

• Allowing employees to involve in every level of the production process and work towards improving the quality of the product.
  
• Every alteration or change in the production process must be made in order to enhance the quality of the product and also customer satisfaction.
  
• If there are any defects in the products they must be thoroughly investigated and ensured that they are not repeated.
  
• The employees must be trained on regularly and which will enhance their understanding about the process and quality principles.
  

Benefits of TQM

• Total Quality Management principles stress on the decentralized structure, which encourages creativity and leadership traits within an organization.
  
• One of the major advantages of introducing TQM is that it brings in a change in the behavior of the employee, which is useful for the organization as the employees feel more responsible and deliver better goods and service.
  
• According to a survey, most of the successful companies across the globe have more functional integration and fewer layers of hierarchy.
  

Conclusion
When a company implements Total Quality Management principles within their organization, they will gain a competitive edge over their business as rivals. These principles give rise to a new culture within the organization that will help in organizational growth and longevity. TQM helps in creating a work environment, that encourages in building partnerships and co-operation.


source: greycampus.com

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Lean Principles And Its Importance In Manufacturing Sector

What is Lean?
Lean is a customer-centric methodology that focuses on improving the process on a continuous basis. The lean principle concentrates on minimizing the waste. In simple words, a lean principle is a process that focuses on continuous process improvement and maximizing customer value with less resource utilization. The lean principle aims to provide perfect value to the customer by devising a flawless process that keeps wastage of resources at bay. Lean principles can be applied to manufacturing as well as service sectors. In this article, we will be focusing on how lean principles can be applied in manufacturing sectors.
When Lean Principles are applied to the manufacturing sector, these principles ensure that the there is a continuous flow of products and materials to improve the operating performance of an organization. One of the main pre-requisite for introducing lean principles in manufacturing sector is to identify and eliminate waste that occur during the manufacturing process. This waste can be in any form, it can be an activity, steps or process which does not add any value to the end user or customer.
The following paragraphs include information on Lean Principles:
Value Creation
This principle is the most important principle in lean principles. Value creation focuses mainly on the end product the customer receives. It is very vital that the end product meets the customer expectations. It should stay upto the mark with the quality standards and within the budget as stated by the client and must be delivered to the customer as specified or agreed upon. In simple terms, the value is created by offering products that are cost effective, and that meet quality standards and delivered on time.
Creating A Value Stream
Value stream can be created by re-engineering all the steps and processes involved in producing a product. While performing value stream analysis, it is important to identify three steps, that is inclusions of steps or processes that create value, exclusions of processes and steps that don't create any value, and finally steps that has to be excluded from the process, but cannot be removed due to existing production methods.
Flow Process
This is one of the important principles of lean, as this stage forces the transition of the production process from traditional to the lean production process. In this new process, the work functions of departments and firm is redefined, so that they can make a positive contribution. This new work mechanism also addresses the issues and needs of the employees at every production stage for a smoother flow in the production.
Push/ Pull
In this stage, organizations have to decide if they want to stick to the Push or Pull Process. Push refers to forecast based production and on the contrary Pull refers to demand-based production. While deciding on the two mechanisms, Lean practitioners must consider the organization production structure. If the lean practitioner is willing to go ahead with Pull strategy then they have to ensure that the product reaches to the customer in time and also meet the quality standards.
Respecting People
This is also one of the important lean principles. Lean practitioners must ensure that this principle is effectively implemented within their organization along with other lean principles. Employees of an organization must respect their fellow employees or colleagues, that creates a harmonious work atmosphere. Respecting people is one key principle that has to be executed effectively by the lean practitioner in order to properly implement Lean.
Improvisation
After implementing lean principles, such as perfectly specifying the value, re-engineering the entire value stream, employing certain steps for particular products for continuous flow, and implementing pull strategy, which allows customers pull maximum value from the organization, lean practitioners notice that despite implementing all the lean principle there is still scope for improvement in production process. The organizations can also provide special training to their staff members, which gives them a better understanding about the lean manufacturing processes and also helps them to improve their production abilities. The management must also provide assistance and mentor their staff members in order to achieve better results through lean principles. Employees must be encouraged by the management and take their suggestions and views and design new methods to improve product quality and service to the end consumer.

Source:

greycampus.com

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P-Lean 32 heures c'est possible!

https://drive.google.com/file/d/0B3PDkXYI0pESRm1iQzRFT3BiS1E/view?usp=sharing

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Optimiser le pilotage de vos processus avec la méthode SOCLE

https://drive.google.com/file/d/0B3PDkXYI0pESRU1HSlJqTEY0OUE/view?usp=sharing

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Evident non !

https://drive.google.com/file/d/0B3PDkXYI0pESYjNwYUh0aVpNTEk/view?usp=sharing

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Booster la performance de son entreprise

https://drive.google.com/file/d/0B3PDkXYI0pESaXM3X05EUEJWVzA/view?usp=sharing

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Améliorer votre efficacité

https://drive.google.com/file/d/0B3PDkXYI0pESeWI4VFJ2NHhFOFk/view?usp=sharing

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6 clés pour linnovation

https://drive.google.com/file/d/0B3PDkXYI0pESTkpYeEVDcmY2Vnc/view?usp=sharing

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Guide des processus Passons à la pratique

https://drive.google.com/file/d/0B3PDkXYI0pESb2w0eEZkc0RZMWM/view

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Pratiquer laudit à valeur ajoutée LIVRE AFNOR

Lien

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Manager linnovation 100 questions Livre AFNOR

https://drive.google.com/file/d/0B3PDkXYI0pESekpWRjh5MDBmdmc/view?usp=sharing

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Pilotez vos performances 2e édition

https://drive.google.com/file/d/0B3PDkXYI0pESaF8tOTl0UXFWeUU/view?usp=sharing

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Organisation et gestion de la production

EXERCICES ET PROBLEMES AVEC CORRIGES DETAILLES :
Auteur: Georges Javel- Organisation et gestion de la production
Collection: Sciences Sup, Dunod

Lien: cliquez ici !!

Liste des exercices et problèmes:

Exercice 1.1 ABC 313
Exercice 1.2 Point de Commande 314
Exercice 1.3 Analyse consommation, Quantité économique 314
Exercice 1.4 Zone économique, Remise 315
Exercice 1.5 Appro. à date fixe, taux stockage, Unité de Gestion 315
Exercice 1.6 Unité de Gestion 317
Exercice 1.7 MRP 317
Exercice 1.8 MRP – Pertes 319
Exercice 1.9 MRP – Pertes et Rebuts 320
Exercice 1.10 MRP – Rebuts 321
Exercice 2.1 Gestion d’affaire – Pert (délais, coûts 323
Exercice 2.2 Pert probabiliste 323
Exercice 2.3 Johnson 325
Exercice 2.4 Johnson généralisé 325
Exercice 2.5 Calcul et lissage de charges 326
Exercice 2.6 Optimisation gamme 327
Exercice 2.7 Kanban 328
Exercice 2.8 OPT 328
Exercice 2.9 OPT 329
Exercice 2.10 Méthode des chaînons 330
Exercice 3.1 Gestion des stocks 330
Exercice 3.2 Délais, Coûts 333
Exercice 3.3 Lancement en production/lot transfert 334
Exercice 3.4 Johnson, Zone économique 336
Exercice 3.5 Chaise 337
Exercice 3.6 Ordonnancement, Kanban, Stock 340
Exercice 3.7 Ordonnancement, Kanban 343
Exercice 3.8 Kanban, OPT 345
Exercice 3.9 Initialisation et calcul MRP 347
Exercice 3.10 Liaison MRP – Planning d’atelier 350
Corrigés des exercices 363

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