Documente Academic
Documente Profesional
Documente Cultură
Standard - POR
1. Agenda 2. Values
4.Key Comments
Agenda Review
Introduction/Recognition Status FPS Implementation Safety BPR - Scorecard Quality BPR -Scorecard Delivery BPR-Scorecard Cost BPR Scorecard People BPR Scorecard Maintenance BPR -Scorecard Enviromental BPR Scorecard 5 10 15' 30' 15' 15 5 10 10 5 09:00 09:05 09:05 09:15 09:15 09:30 09:30 10:00 10:00 10:15 10:15 10:30 10:30 10:35 10:35 10:45 10:45 10:55 10:55 -11:00 G. Neto G. Neto M. Hatae G. Bosc L. Crisci R. Pereira M. Angelo W. Cardoso J. Camara F. Guillen
Final Comments
Valores de Segurana
Camaari
Integridade fsica no se compromete.
The Integrity of our physical Safety Can not be compromised
Quality Values
Camaari
No aceitar, No gerar e No Passar defeitos de qualidade.
Dont accept, dont generate and dont pass quality defects.
Respeito as Pessoas
92%
94%
100%
80%
80%
71%
January
February
March
April
May
June
July
February
71% 71% 3/15/2014 78%
March
79% 79% 4/15/2014 85%
April
80% 80% 5/15/2014 85%
May
80% 80% 6/15/2014 85%
June
89% 89% 7/15/2014 92%
July
90% 90% 8/15/2014 92%
August
90% 90% 9/15/2014 96%
September
92% 92% 10/15/2014 96%
October
94% 94% 11/15/2014 96%
November December
96% 96% 12/15/2014 96% 100% 100% 1/15/2015 98%
Camacari Assembly
To Date: 17-Feb-2014
22
71%
32
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
% Implemented
PHASES
Phase A - Strategy Planning Phase B - Define the Structure (Foundation) Phase C - Issue Management Phase D - Standards (Standard-is-Standard) Phase E - Confirmation of the Standards Phase F - Continuous Improvement
Detailed Actions 5 18 9 9 8 5
5 7 3 4 2 1
0 11 6 5 6 4
0 0 0 0 0 0
0 0 0 0 0 0
54
71%
22
32
Month Actions
A3 / Master Schedule
1. Conclude Policy Deployment at all levels- Done; 2. Training GFPS for TL & PC ; ( PC 100% Done / TL - 80% Done to be completed on February) 3. Acquisition Boards Standard; Done ( Just arrived in the plant on Feb,15th will be deployed and adjusted till Feb,21st ) 4. Process Confirmation training to AM/TM & Skill Team Done ( January,2014)
11
5. ACO Deep Dive focused on LL6 Structure ( working plan pre visit to Mexico Plants);
6. GFPS Training for Support Teams ( MP&L, HR, Controllers, Maintenance, VRT) - March 7. Continuous of work station readiness disciplines at B562 TT/PP.
Process Confirmation WG
12
ACTION ITEM
Q4 Q3 Q4
Comments
Done
Align Plant Mgmt reporting structure (HR and Controller) Align ACO reporting structure from Eng. Sup Industrial to Controller
March
March May
Team Leader implementation & Training Team Manager ME and Team Manager Maintenance Integration Stamping and Body Area Manager Integration
Help needed
Align Leadership T&DM with all Plant ( training / cascade multi row GFPS T&DM with all executive assistants and Leadership) Already aligned with FPS Office ( Gustavo Campos to lead)
15
Status
Plan
* Monitoring the Safety through proactive Indicators
Green
0 1 26 111
Reactive Actions
ICA / PCA implemetations
Proactive Actions
Perform Safety Coaching wth Leadership Index resolution (IR) for Satey Actions
Green
1953
2014 Target = 0,45 Jan YTD result = 0,00 LTCR: (Lost Time Case Rate) 2014 Target = 0,048 Jan YTD result = 0,00
Green
* Communication
- improve the communication Process through operator feed back
Green
(survey)
Zero accident mindset We care about each other Culture transformation conducted by a Strong Leadership
Satisfactory
Marginal-Plan to Recover
Unsatisfactory
Change From/To
16
10
100
120
140
160
180
40
60
80
156.75 156.75
# Fatalities
Jan. 165.92 165.92 165.92 165.92 May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 0 0 0 0 165.92 165.92 165.92 165.92 165.92 165.92 165.92 0 Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 165.92
G Satisfactory
Plan Actual
Forecast
Y Marginal-Plan to Recover
0.1 0.2 0.3 0.4 0.5 0.6 0 2012 2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec.
1 0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0 2012
0.30
2013 2014 YTD Jan. Feb.
Safety
0.00
0.00 0.00 0.00 0.00
R Unsatisfactory
Change From/To
0.45
0.34
0.00 0.00 Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
# Serius Injuries
DART Rate*
Dec.
0.00
17
0.00
0.01
0.02
0.04
0.05
0.06
0.03
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 2012 2013 2014 YTD 2014 YTD 0.048 0.048 0.048 0.048 0.048 0.048 0.048 0.048 0.048 0.048 Oct. Nov. Dec. 0.048 0.048 0.048
2012
0.03 0.05 0 0 0
Jan. Feb.
100%
100%
LTCR*
Mar. 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec.
G
1
0.8
0.9
1.1
1 0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0 2012 2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 2012 2013
Safety
85%
100% 100% 100%
2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 93% 93% 93% 94% 100% 100% 100% 100% 100% 100% 100%
Medical Surveillance
100%
18
0.5 1 2 3
1.5
2.5
0 2012 2013 2014 YTD Jan. 2.7 2.7 2.7 2.7 2.7 2.7 2.7 2.7 2.7 2.7 Nov. Dec. 2.7 2.7 Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct.
1 0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0 2012 2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 55% 55% 55% 55% 55% 55% 55% 55% 55% 55% 55%
Safety
55%
19
Month issues
* Start up Planning & execution
Support /Following / Risk Analisys release, etc Safety stand down Training Focus Audit * Training OSS about Pyramid Base ( Proactive Actions) * Perform Leadership Safety Walk With OSS Plant Managers
* Apply for all contractors in CAM plant 01100 and 01101 Contractor Safety Management conform FAS 08075.
20
21
* Training the CCM (Construction Commodity Manage of Fordland in 01100 requirements (FAS 08 075)
22
Help needed
None
23
Plan
Plan to achieve 68% for MY2014 and 69% for MY2015
Green
Green
Plan to achieve 1.421 for MY2014 and 1.005 for MY2015 2014 Q1 results: 1.585 (61%) Plan to achieve 1.117 for MY2014 and N/A for MY2015 2014 Q1 results: 1.442 (61%) Plan to achieve 1.331 for MY2014 and N/A for MY2015 2014 Q1 results: 1.751 (61%)
Green
Yellow
Help Needed: Customer Sat @ Ecosport: Identify additional CS actions to be implemented as running changes before B515 MCA (Pull Ahead MCA Actions). FCSD And MS&S to identify additional actions for non-TGW related items at Dealership (Such as Handover Improvements And Costumer Relationship).
Satisfactory
Marginal-Plan to Recover
Unsatisfactory
Change From/To
26
Status
Yellow
Plan
Plan to achieve 58 for MY2014 and 39 for MY2015
Green
Red
Green
Green
Plan to achieve 7.06 for MY2014 and N/A for MY2015 Plan to achieve 11,6 for MY2014 and N/A for MY2015
Red
Help Needed: Warranty @ Ecosport: Major Efforts Are Ongoing To Implement Following Action: Door Glass Run Seal Appearance/Effort to Close Window (9 R/1000 and 1.2 CPU); Warranty @ Fiestas: R/1000 @ Fiestas: STA To Monitore Metagal Rear View Mirror Process (10.82 R/1000 and 1.22 CPU) Hatch and (9.73 R/1000 and 1.15 CPU) Sedan. Sedan warranty out of target due to rear lamp issues. Will not be able to recovery till MY phaseout.
Satisfactory
Marginal-Plan to Recover
Unsatisfactory
Change From/To
27
Status
Yellow
Plan
Plan to achieve 100% Dec, 2014
Yellow
Green
Plan to achieve (2) 4th Qrt Plan to achieve (5) 1st Qrt, (6) 2nd Qrt, (6) 3rd Qrt and (10) 4th Qrt
Green
Green
Yellow
Plan attached.
2014 Yellow itens Highlights: a) SBU: 1) Process Capability, Process Control & Control Plans: B515 (Mar, 2014) and BV256 (Jun, 2014 BVs phase-out); 2) Die Recipe Adherence: Equipment installed at Line 1, 2 and 3. Pending calibration Mar, 2014 (Carnival). b) VO: 1) Use of QLS-VO: Implement QLS at Body Shop Dec, 2014; 2) Process Capability, Process Control & Control Plans: B515 (Mar, 2014) and BV256 (Jun, 2014 BVs phase-out); 3) Electrical VO Mfg Heath Chart: Implement Enhaced QLS / E-Cats Dec, 2014; 4) Body Interior VO Mfg Heath Chart: No use of non-processed mallet: B515 (Mar, 2014) and BV256 (Jun, 2014 BVs phase-out); 5) Body Exterior VO Mfg Health Chart: VOW Pist 100% for last month - Mar, 2014.
Satisfactory
Marginal-Plan to Recover
Unsatisfactory
Change From/To
28
100%
20%
40%
60%
80%
0%
100%
20%
2012 64% 64% 2013 2014 YTD 61% 61% 61% 61% 61% 61% 61% 61% 61% 61% 61% 61% Jun. Jul. Ago. Sep. Oct. Nov. Dec. May 70% 70% Apr. 70% Mar. 70% Feb. 70% Jan. 70%
40%
60%
80%
2012 65% 61% 2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec.
0%
G Satisfactory
70% 70%
Plan Actual
Forecast
Y Marginal-Plan to Recover
20% 0%
2012 2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 64% 64% 64% 64% 64% 64% 64% 64% 64% 64% 64% 64%
100%
Quality
40%
60%
64% 64%
80%
R Unsatisfactory
Change From/To
29
1000
1500
2000
2500
3000
1300
1350
1400
1450
1500
1550
1600
1650
500
2012 2012
2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec.
G Satisfactory
1,507 1,507 1,507 1,507 1,507 1,507
Plan Actual
Forecast
Y Marginal-Plan to Recover
2012 2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 1,260 1,260 1,260 1,260 1,260 1,260 1,260 1,260 1,260 1,260 1,260 1,260
Quality
1150
1200
1250
1300
1350
1400
1450
1,440 1,455
1500
R Unsatisfactory
Change From/To
30
90 80 70 60 50 40 30 20 10 0
20
60
80
40
100
120
0
2012 2013 2014 YTD Jan. 46.6 46.6 46.6 46.6 46.6 46.6 Jul. Ago. Sep. Oct. Oct. 46.6 Nov. Nov. 46.6 Dec. Dec. 46.6 90 80 70 60 50 40 30 20 10 0 56.82 56.82 46.6 46.6 46.6 56.82 Jun. May 56.82 56.82 56.82 56.82 56.82 Apr. 56.82 Mar. 56.82 Feb. 56.82 Feb. Mar. Apr. May Jun. Jul. Ago. Sep.
2012
G Satisfactory
Plan Actual
Forecast
Y Marginal-Plan to Recover
2012 2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 43.85 43.85 43.85 43.85 43.85 43.85 43.85 43.85 43.85 43.85 43.85 43.85
Quality
R Unsatisfactory
Change From/To
31
10.9 10.6 10.3 10 9.7 9.4 9.1 8.8 8.5 8.2 7.9 7.6 7.3 7
10
12
14
16
0 2012 2013 2014 YTD Jan. 7.97 7.97 7.97 7.97 7.97 7.97 7.97 7.97 7.97 7.97 7.97 7.97 Jul. Ago. Sep. Oct. Nov. Dec. Jun. 8.83 May 8.83 Apr. 8.83 Mar. 8.83 Feb. 8.83 Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec.
2012
G Satisfactory
8.83 8.83
Actual
Forecast
Y Marginal-Plan to Recover
0
2012 2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 8.13 8.13 8.13 8.13 8.13 8.13 8.13 8.13 8.13 8.13 8.13 8.13
Quality
6.84 6.84
10
8.83 8.20
12
14
R Unsatisfactory
Change From/To
32
100%
100%
40%
60%
80%
20%
0%
2012 2013 2014 YTD Jan.
87%
2012 2013 2014 YTD Jan.
95% 96%
90% 100%
90% 90% 90% 90% 90%
May Jun. Apr. Mar. Feb.
FTT BSAQ
96% 96% 97% 97% 97% 98%
100%
G Satisfactory
Plan
Jun.
% Green QPIP VO
Plan
90%
Actual
Actual
Jul.
90% 90%
Jul. Ago.
98% 98%
Ago.
Forecast
Forecast
Sep.
Y Marginal-Plan to Recover
20% 0%
2012 2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec.
100%
Quality
60%
80%
87% 95%
R Unsatisfactory
Change From/To
97% 97% 97% 100% 100% 100% 100% 100% 100% 100%
33
10
15
20
25
100%
40%
60%
80%
0 0 5 5 5 11
Jan. 90% 76% Feb. Mar. Mar. 90% Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 90% 90% 90% 90% 90% 90% 90% 90% 90% Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 90% Feb.
FTT Plant
11 11 17 17 17 27 0
2012 2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec.
10
Quality
2 0 0 0 0 0 0 0 0 0 0 0 2
34
Month issues
1) Stop Shipments rised in January
(a) SAQ2014284477 B515 Tire Deformation / Damage 1) It was identified 3 vehicles (1) QVS and (2) PDI with tire deformed; 2) Lead Organization: STA (Supplier Isssue Pirelli); 3) Affected 1.265 units during 6 days (1.265 repaired); 4) Root Cause: Tire bead cut was caused by device wear-out in the tire/wheel assembly machine due to an inadequate preventive maintenance procedure and modification of the operation cycle from 1 cycle to 2 cycles; 5) ICA/PCA: Changed the Nylon part of the machine for a metal part Jan, 15th (b) SAQ2014286139 B515 Tailgate S&R 1) During 4 Poster audit was identified one unit with S&R. During yard campaign in Comandatuba Yard were identified more 3 units; 2) Lead Organization: PD Engineering; 3) Affected 779 units during 4 days (399 repaired); 4) Root Cause: Under Investigation by PD, Mfg and STA; 5) ICA 1: Manual adjustment of the striker to ensure Swing Gate with 3,0 mm under flush compared to body side Jan, 27th; ICA 2: Reallocate anti-chuck of swingate 3mm in axis-x Jan, 30th; 6) PCA: TBD.
35
Plant Visits: 1) Marsha Winegarden Mar 10-13rd; 2) Mr. John Fleming Mar 24 - 25th.
36
Status
Plan
Production performance of 814 units over B562 acceleration curve and weekend down shifts.
GREEN
GREEN
GREEN
GREEN
Satisfactory
Marginal-Plan to Recover
Unsatisfactory
Change From/To
37
10%
12%
14%
100%
120%
0%
40% 80%
2% 20% 60% 0%
4%
6%
8%
2012 2012 2013 2014 YTD 2014 YTD Jan. 5% 100% 100%
2013
1,9%
Jan.
Production Accomplisment
112%
Feb.
5%
Feb. Mar.
Mar. Apr. May 5% Apr. May Jun. 100% 100% 100% 5%
G Satisfactory
100% 100% 5%
VOW
Jun.
5% 5%
Plan
Jul.
Ago. Sep. Oct. 5% 5% 5%
Actual
5%
Jul. Ago.
Sep. Oct. Nov.
100% 100%
Forecast
100%
100% 100%
Nov.
Dec.
5%
Y Marginal-Plan to Recover
Dec.
100%
2000
3000
1000
1500
2500
100%
500
20%
80%
40%
60%
0%
0
2012
Delivery
1375
2013
2012
85,6% 26
2013
88%
2014 YTD Jan.
44
382 44
95% 95%
R Unsatisfactory
Feb.
Mar. Apr.
100,0%
565 382 701 Feb. Mar. Apr. 95% 95%
95%
BTS
May
Jun. Jul. Ago. Sep.
2732
1434 392
95%
95%
Change From/To
95% 95%
396
Dec.
95%
38
Month issues
Mix stability after BV256 production restart affecting BV256 Notch volumes (aprox. 400 units) in February.
39
SNURK (improved results guidelines fully implemented) BV256 Balance-Out (TDM #400)
Complete 4Wall performed during plant shut-down (January). Team established.
40
DOS Master Schedule new assessment with B562 program timeline changes (mainly Material Flow changes)
41
Help needed
Body-Shop North Canopy (PAR approval)
42
COST
Areas of Focus
LABOR & OVERHEAD EFFICIENCY 2014 Target: Status (0+12) Fcst: L&O COST PER UNIT 2014 Target: Status (0+12) Fcst: B/(W): HPU 2014 Target: 20.2 G $735 $691 $44 HPU on target G 10.7% 10.7% Y
20.2
-
Camaari Plant is commited to deliver 10.7% YoY efficiencies (US$ 21.3 mils)
Y
Change
Satisfactory
Marginal-Plan to Recover
Unsatisfactory
From/To
Secret
COST
2014 PROD PLAN SUMMARY Stp Body Paint Final Qua MP&L Site Env Safety Prod Total _______ _______ _______ _______ _______ _______ _______ _______ _______ _______ _______
US $ ( m ils ) US $ ( m ils ) US $ ( m ils ) US $ ( m ils ) US $ ( m ils ) US $ ( m ils ) US $ ( m ils ) US $ ( m ils ) US $ ( m ils ) US $ ( m ils ) US $ ( m ils )
- 2014 Target - Prod Plan as of Dec, 2013 B/(W) than Target - Prod Plan as of Jan Closing B/(W) than Target Current B/(W) than previous status
2.4 $
4.5 $
3.1 $
3.1 $
0.8 $
3.6 $
2.7 $
0.7 $
0.1 $
0.2 $ 21.3
1.6 2.7 3.0 2.6 0.5 2.7 1.8 2.7 0.2 18.0 _______ _______ _______ _______ _______ _______ _______ _______ _______ _______ _______ $ (0.7) $ (1.8) $ (0.1) $ (0.5) $ (0.3) $ (1.0) $ (0.8) $ 2.0 $ (0.1) $ (0.1) $ (3.3) $ 1.8 $ 3.4 $ 3.3 $ 3.1 $ 0.6 $ 3.1 $ 1.8 $ 1.2 $ $ 0.2 $ 18.4 _______ _______ _______ _______ _______ _______ _______ _______ _______ _______ _______ $ (0.6) $ (1.2) $ 0.2 $ (0.0) $ (0.2) $ (0.6) $ (0.8) $ 0.4 $ (0.1) $ (0.1) $ (2.8) $ 0.2 $ 0.6 $ 0.3 $ 0.5 $ 0.1 $ 0.4 $ $ (1.6) $ $ $ 0.4
EXPLANATION OF VARIANCES New Actions - NP Warehouse Sinergy with FOX - Tends Rental Removal - Additional 50% Overtime efficiency Total New Actions Postponed Actions - Waste Water Treatment (from 2014 to 2015) Total Postponed Actions Total Explanation of Variances $ _______ $ _______ $ 0.2 $ _______ $ _______ $ 0.6 $ _______ $ _______ $ 0.3 $ _______ $ _______ $ 0.5 $ _______ $ _______ $ 0.1 $ _______ $ _______ $ 0.4 $ _______ $ _______ $ $ (1.6) _______ $ (1.6) _______ $ (1.6) $ _______ $ _______ $ $ _______ $ _______ $ $ (1.6) _______ $ (1.6) _______ $ 0.4 $ $ $ $ $ 0.1 $ $ $ $ $ 0.1 0.3 0.3 0.2 0.6 0.3 0.5 0.1 1.6 _______ _______ _______ _______ _______ _______ _______ _______ _______ _______ _______ $ 0.2 $ 0.6 $ 0.3 $ 0.5 $ 0.1 $ 0.4 $ $ $ $ $ 2.0 $
High risk of non-achievement of Suppliers Productivity (Purchasing Negotiation) 15% ($ 4.2mils) Additional task of 5.7% ($11.3mils) not included above. Plan to achieve additional efficiency to be developed within COS TD&M.
Secret
Memo: ________________________________________ to be paid to be paid Total comm. _________ _________ _________ _________
R$(m ils) R$(m ils) R$(m ils) R$(m ils)
- 2014 Target - 2014 Status as of Jan Closing . Carry Over . Approved Projects Total Status B/(W) than Target
R$
18.6 R$
2.1 R$
20.7
3.6 R$ 0.8 R$ 4.4 16.8 2.1 18.9 __________ __________ __________ R$ 20.4 __________ R$ 2.9 __________ R$ 23.3 __________ R$ (1.8) R$ (0.8) R$ (2.6)
R$
0.7 R$ 1.2 R$ 2.4 R$ 4.4 4.2 2.8 11.9 18.9 _________ _________ _________ _________ R$ 4.9 R$ 4.1 R$ 14.3 R$ 23.3
R$
ADDITIONAL REQUIREMENTS Amount ______________________________ Areas Cap Exp Total ___________________________ __________ __________ __________
R$(m ils) R$(m ils) R$(m ils)
Calendarization ________________________________________ 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr _________ _________ _________ _________
R$(m ils) R$(m ils) R$(m ils) R$(m ils)
- Stamping - Body Shop - Paint Shop - Final Assy - Quality - MP&L - Site Maintenance Total Risks
R$
2.2 R$ -
R$
R$
2.2 _________ 6.6 _________ 2.2 _________ _________ R$ R$ 6.4 R$ 19.9 R$ 5.7
People
Areas of Focus
ESI SALARIED = 85%+ ESI HOURLY = 60% ONE FORD SALARIED = 89%+ IDP DISCUSSION SALARIED= 85%+ LEARNING & DEVELOPMENT SALARIED = 89%+
2014
NA NA NA NA NA Next Result Engament Survey (April, 2014) Next Result Pulse (Sep, 2014) Next Result Engagement Survey (April, 2014) Next Result Engagement Survey (April, 2014) Next Result Engagement Survey (April, 2014)
NA
NA R Y
Focus to conclude ACO assessment during Feb and Mar, 2014 and Focus Group to collect data to implement actions plan for Pulse Result (Hourly and Salaried)
Satisfactory
Marginal-Plan to Recover
Unsatisfactory
Change
From/To
Secret
People
Absenteismo
2.9%
3.00% 2.90% 2.80% 2.70% 2.60% 2.50% 2.40% 2.30%
Plan
Actual
Forecast
Plan
Actual
Forecast
2.5%
2.6%
2.5%
2.5%
2.5%
2.5%
2.5%
2.5%
2.5%
2.5%
2.5%
2.5%
2.5%
2.5%
2.5%
Jan.
May
Jun.
Ago.
Sep.
Nov.
2012
2013
2014 YTD
Dec.
Mar.
Feb.
Oct.
Apr.
Jul.
14%
14%
May
Jan.
Jun.
Ago.
Sep.
Nov.
2014 YTD
G Satisfactory
Y Marginal-Plan to Recover
R Unsatisfactory
Change From/To
Dec.
Feb.
Mar.
Oct.
Apr.
Jul.
Month issues
Absenteism 0.1% above target 3 weeks of Shut down returning on Jan 13th 6 days down shift negotiation Focus on B515 production
NA
Y NA
Y
96% fechado considerando as OSs cumpridas em atraso. Ajuste do deadline de work order conforme alinhamento no MFM workshop em SBC Fev 2014 Ser ajustada a classificao de work order de acordo com o standard Global (CM, PM, EM) Volume Jan/14 x Budget/14 (7.590 x 11.328) Consumo IM devido a 10 dias Shutdown
Atingir o Thoughput to Potential atravs do MOS management system (ETP / Gerenciamento de Gargalo) Liderana engajada na implementao do Sistema Operativo de Manuteno. Implementar Manuteno Autnoma em todas as reas.
Satisfactory
Marginal-Plan to Recover
Unsatisfactory
Change
From/To
80
100.0% 90.0% 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0%
0.2 1
2013 94.0% 79.6% 48.5% 48.5% 92.1% 91.4% 91.4% 91.4% 91.4% 91.4% 91.4% 91.4% 94.0% Sep. Oct. Nov. Dec. 94.0% 94.0% 94.0% 94.0% 91.4% 91.4% 94.0% 94.0% 94.0% 94.0% 94.0% 94.0% 94.0% 94.0% 94.0% 94.0% 94.0% 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul.
0.4
0.6
1.2
0.8
2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec.
G Satisfactory
MP % Effectiveness
Baseline
Ago.
Actual Forecast
Y Marginal-Plan to Recover
150 250 350 450 550 650
2013 553.47 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 318.36 318.36
2013 2014 YTD 619.90 553.47 Jan. Feb. Mar. Apr. May Jun.
Maintenance
100.0% 90.0% 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0%
-50 50
R Unsatisfactory
Change From/To
PM % Complete to Schedule
93% 93%
Plan Actual
94% 94%
Forecast
95% 95%
81
Month issues
Curva de Janeiro somente com Eco reduzindo eficiencia na Planta. GAP de 09 Eletrnicos na organizao da VOITH no Body Shop demeritou a performance da rea Press load da Estamparia no suporta plano de Manuteno Preventiva requerida para as linhas de prensas (Atual 96 horas vs 128 horas standard)
82
Global team
Cascateamento do WAR Room em todas as reas de Manuteno do site
83
Help needed
None
85
Status
Plan
G
- Low production volume on January;
- Pull ahead road map actions in order to achieve target before year end. - Low production volume on January;
- Pull ahead road map actions in order to achieve target before year end. - Low production volume on January;
- DTG = Dec/14; - Pull ahead energy savings actions. - Low production volume on January;
Results were affected by low production volume on January Pull ahead water/waste/CO2/VOC reduction actions in order to offset B562 Launch inefficiencies
Satisfactory
Marginal-Plan to Recover
Unsatisfactory
Change
From/To
86
10
12
0.2
0.4
0.8
0.6
6.25
100%
100% 100%
100% 100% 100% 100% 100% 100%
5.94 10.11
2014 YTD 5.94 Jan. 5.94 Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. 5.94 5.94 5.94 5.94 5.94 5.94 5.94 5.94 5.94
2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 5.94
10.11
Environmental Compliance
100%
G Satisfactory
Waste to Landfill (kg/unit)
100% 100% 100% 100% 100%
Plan Actual
Y Marginal-Plan to Recover R
Dec.
Forecast
100%
0.000
2012 2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 0.15 0.15 0.15 0.15 0.15 0.15 0.15 0.15 0.15 0.15 0.15
0.100
0.150
0.200
0.250
Environmental
0.050
2012 2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov.
2.57 2.57 2.57 2.57 2.57 2.57 2.57 2.57 2.57 2.57 2.57 2.57
R Unsatisfactory
Change From/To
0.15
Dec.
2.57
87
20
40
Jan. 26.00 26.00 26.00 26.00 26.00 Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec.
0
27.48 25.04 27 27
G Satisfactory
Plan
26.00 26.00 26.00 26.00 26.00 26.00
Actual Forecast
Environmental
26.00
88
Month issues
Low production volume; B562 launch activities during shutdown period and weekends.
89
CO2 :
Reduce air leakages identified in Atlas Copco report (300 kWh saving R$ 51k).
90
Landfill:
Perform qualitative and quantitative analysis of industrial waste for improvement actions (work on top 3) 6-sigma project ( benchmark with SBC); Approve Project for Paint exhausting system automation (VSD) Booths; Canopy Lighting - Photocell/Timers installation; Shutdown 3 motors (125hp) of the recirculation water at internal and external tanks on weekends Paint Sludge System.
CO2:
VOC:
Test new basecoat purge solvent - Nikutex 5300 (Zero VOC); Increased purge efficiency on the new Primer/Clearcoat robots; Test electrostatic spray guns for water based paint (~30% basecoat consumption reduction on manual application).
91
Help needed
None.
92
Final Comments
93
Backup
94
% PM Complete
% PM Complete to Schedule
Stamping: 56% Body Shop: 73% Paint Shop: 74% Final Assembly: 83%
* Transferncia das 3 famlias para SBC para ajustar as horas de manuteno de 96 para 128
horas de acordo com Global Benchmarking. Due date : Mar/14 Status atual: N111C68 - Stock piling concluido / transporte em 17-02 N11160 Stock pilling concluido / transporte em 18-02 3438/9 Stock piling em andamento
95
99%
100%
80% 60% 40% 20% 0% Sim No 100% 80% 60%
96%
1%
4%
Oportunidades de Melhorias
56%
19%
25%
"Houve uma melhora significativa na forma que o contedo foi passado para o time, melhorando a compreenso dos objetivos a serem alcanados para a empresa" .(Team Member)
" de suma importncia a participao dos operadores na divulgao dos objetivos e resultados da planta. Cada ano est sendo muito interessante. (Team Member)
"Foi melhor pois dessa vez as informaes ficaram mais claras, no deixando dvidas quanto as nossas obrigaes junto a liderana. Esperamos que na prtica, seja to eficaz quanto na teoria" .(Team Member)
"Achei o policy este ano mais detalhado, facilitando o entendimento de todos. (Team Member)
DOS
Satisfactory
Marginal-Plan to Recover
Unsatisfactory
Change From/To
Secret
Nov 10 18 3 3 2 14
Dec 6 40 2 2 2 2
Jan 46 1 3 2