O que você faz se quiser melhorar a eficiência na fabricação automotiva?

In my proven experience in manufacturing one of the key performance indicator is cost per unit at the cash register located at the end of the final inspection tunnel. Identify all aspects that contribute driving the CPU. Start with SQDCM matrix’s. Bearing in mind each of the indicator have their internal control points. To accurately and cost effectively implementing transformation cost, consider the age of the the manufacturing system bath tub curve and at what point of the curve is your equipment. Understanding the evolution of the bath tub curve could prevent you from implementing tools and methods that may be timely and costly to implement and with a small return on improving your efficiency of the manufacturing system.

I am one of the strong believer in Continuous Improvement, so I encourage the Manufacturing team to review current process and find challenges and opportunities that will improve the process and optimize efficiency. Also, make sure that improvement follow up Bottom Up strategy which means improvement starts with the floor people who do the task.

Go with as much modular cross manufacturing trade compatibility and shared technology standards with the goal of streamlining the process for all endeavors both foreign and domestic without regard for profit.

Data is the first port of call, without data it is difficult to understand where the problem areas lie. Only when the problem areas are identified can worthwhile improvements be implemented.

Kaizen way! Implement continuous improvement daily habits for complete employees and make leaders accountable for the results!

Make it easy for workers to suggest small ideas! Lean means improving through many small improvements. Give employees the chance, and they will be more than happy to improve their own roles. If you have a work force where even 50% are trying to improve their own roles (quality, safety, efficiency, productivity, etc...), then the whole operation will improve.

Adapter le flux de production : Plutôt que de suivre un flux de production linéaire Valoriser la flexibilité : Plutôt que de se concentrer uniquement sur l'efficacité et la réduction des gaspillages, on devrait valoriser la flexibilité. Cela implique la capacité à s'adapter rapidement aux changements de la demande.Focus sur la valeur ajoutée : Dans une situation de customisation, il est crucial de se concentrer sur l'identification et la Culture d'amélioration continue,il est essentiel de promouvoir une culture d'amélioration continue. Cela implique l'engagement de l'ensemble de l'organisation à identifier et à éliminer les gaspillages, même s'ils se présentent de manière différente par rapport à des processus standardisés.

1. **Implementing Automation:** Introducing robotics and automated systems to streamline production 2. **Utilizing IoT and Data Analytics:** Employing Internet of Things (IoT) devices and data analytics to monitor equipment performance 3. **Adopting Lean Manufacturing Principles:** 4. **Investing in Advanced Material** 5. **Embracing Additive Manufacturing (3D Printing):** Leveraging 3D printing technology to create complex components 6. **Implementing Sustainable Practices:** Integrating environmentally friendly manufacturing processes 7. **Investing in Workforce Training** 8. **Collaborating with Suppliers:** Building strong partnerships with suppliers to ensure a steady supply chain

Line side inventory was excessive and complex. Ops required to evaluate, decide & pick components to install on the product coming down the line. Resulting in inefficiencies & errors. Reconfigured inv which fed the line with components for the specific Order. Established off line Inv with gravity fed racks and pick lights(kitting). Orders were scanned, Lites indicated the component parts for a specific order. 1 op traveled down one side and back on the other side filling container designed to organize & preserve component parts 1 order at a time. Container fed to line & auto pushed on line in front of the order. Operators pulled parts from containers & installed on product. Result; labor reductions. Quality, space, 5S & cost improvements.

After being highly involved in a hugely successful automation project I can certainly vouch for the quality and productivity benefits, also removal of monotonous repetitive tasks is beneficial for worker happiness.

Being involved in traditional automotive production processes, it would mean to redesign and question existing and proven techniques. Unfortunately this is not what big production lines allow us to do in the first place, as it is just about efficiency. Therefore a higher part of digitalised applications shall be introduced and tested and digital twins to create virtual co-existing processes are desperately needed in future.

Según mi experiencia se necesita generar propuestas atractivas para que las nuevas generaciones incursionen en el mundo electrónico automotor. Desde la academia, empresas de capacitación debemos asumir posiciones de mayor sagacidad que logren desarrollar temáticas aplicadas que solucionen los complejos problemas de la electrónica actual de los vehículos. Cabe anotar que la mayor relevancia la tiene ahora el desafío de construir vehículos autónomos y autos eléctricos con menores costos para el publico en general, para que dicha tecnología sea masificada.

From my expectation it is always a struggle to change existing workers' instructions. Ideally they will be guided virtually like it has been tested on several production lines, but a higher rate of manual changes won't benefit production efficiency. Pre tested and mounted parts can reduce the amount of steps though.

One way I recommend to get started improving quality is to go to the floor with your standardized work in hand and observe the process to see if the team members are following the standardized work. If they are great, if not ask why, this usually leads to many opportunities for improvement.

It would be so beneficial if the manufacturing equipment arrived on the production floor with highest efficiency methods and system already designed and built in. This can be accomplished by following some design principles such as Early equipment effectives (EEM), assure design can support design intent capacity, design in in station quality principles(ISQP), design equipment with ability to produce SAJPH, JPH. From here we can expand on lagging indicators of OEE, OLE, QM and other kpi’s which eventually control your CPU at the cash register located at the final line or beginning of the shipping tunnel.

In my experience (almost 30 years in manufacturing) the biggest waste of all is producing faulty and/or defective components. Quality control is vital and must be at the forefront of all manufacturing processes. Using tools like PFMEA and linking them all the way through the manufacturing processes is critical to ensuring that quality is maintained with the benefit of reduced waste.

For example in-line calibration of ADAS systems can save a lot of time as it is usually the bottleneck at the EOL test procedure. Every single system has to be calibrated and flashed, which is wasting loads of production ressources.

Quality work comes with Quality workers. I trust that before any work, a morning meeting helps the workers and management understand themselves before working. It helps to nurture your team and their confidence in the management.

Requires a change in culture through leadership and education. A methodical attempt to enhance manufacturing processes by emphasizing productivity, efficiency, quality, and overall performance is known as continuous improvement, particularly in the context of lean manufacturing. This method covers all organizational levels and is based on the idea of continuous, iterative improvement. Its main goal is to maximize customer value while reducing waste and ensuring revenues.

The number one skill for continuous improvement is LISTENING. It does not matter what your role is. You will not improve without listening to employees from all departments. The smartest are those doing the day-to-day grind. Listening to they're ideas and challenges and then working with them to overcome them will lead to phenomenal results.

From a product costing perspective (and there are multiple functional perspectives to consider ): 1. Tag relief (don’t shut down for breaks and lunches) 2. Flexible assets (capable of supporting multiple products with tool changes) 3. Quick tool change infrastructure 4. Sufficient business volume that keeps the equipment loaded.

First delete parts or processes that aren't needed. Then optimize the process. Really? You want a minimum of 125 characters....then I'll state a 3rd way to improve efficiency: "Make the requirements less stupid." IYKYK.

A perspective on efficiency Years ago there was a commercial for a Jetta. The cost of the vehicle was $15,000. At the time I was working in the aerospace industry as Project Manager. We were building microwave transmitters. The cost of them was $20,000 and were the size of a toaster oven and weighed 20 lbs. The weight of the Jetta was around 3000 lbs. I started to think of the cost per pound. The difference was stark. The Jetta was $5 per pound vs $1000 per pound for the transmitter. If you start calculating other manufactured items you have a different perspective on things. A pound of steak was $5 a pound at the time. It was difficult to find any other manufactured item at that cost point. You can drive a car at 60 mph in comfort & safety

In my over 25 years in automotive management alone, not counting the approximate 8 years as a team member, leader and supervisor the absolute biggest mistakes are made from lack of communication….. It doesn’t matter if it’s shift to shift not going into detail why we shutdown a customer, mgmt not communicating details to other departments on what the short term fix is or assembling a team to find true R/C and implementing LTCA. So many very costly mistakes can be avoided by just ensuring that you have a robust means of communication, ensuring it’s always followed and expecting nothing less!