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LEAN AT REC
Learning's Lean implementation REC Scancell
Jonas Wallmander onsdag, 15. juni 2011
Jonas Wallmander
Development engineer, project leader ABB Robotics Process Engineer REC Scanmodule Process Engineer Leader REC Scanmodule Production Manager REC Scanmodule RBS & Performance Manager REC Scancell Performance, Process & Technology Manager REC Scancell
Outline
Basic lean REC Business System (RBS) Scancell RBS implementation 2008 Q3 2010 Scancell RBS implementation Q4 2010 2011 Results & Conclusions
Lean basic
REC Silicon employees working at the plant in Moses Lake WA, USA
The House
CUSTOMER SATISFACTION BEST SAFETY - BEST QUALITY SHORTEST LEAD TIME - LOWEST COST PERFECT FLOW WASTE REDUCTION 0 DEFECTS
REC LEADERSHIP
OPTIMIZED MANNING
STABILITY & LEVELING CONTINUOUS STABLE & RELIABLE PROCESSES (4M) IMPROVEMENTS
ACCURATE FACTS, FIGURES & VISUAL MANAGEMENT DISCIPLINE 5S
INDUSTRIALIZATION
TRAINING
CUSTOMER SATISFACTION BEST SAFETY - BEST QUALITY SHORTEST LEAD TIME - LOWEST COST
PERFECT FLOW
WASTE REDUCTION
0 DEFECTS
CONTINUOUS IMPROVEMENT & SYSTEMATIC PROBLEMSOLVING LEVELING STABLE & RELIABLE PROCESSES (4M)
INDUSTRIALIZATION
TRAINING
Our Principles help developing and implementing RPS They are the linchpin of the system
1. UNDERSTAND YOUR BUSINESSCASE
Business Case SPL Current Condition Action plan Measure Target
Team
3. DESIGN AND IMPROVE YOUR SYSTEM USE OUR RULES IN USE (RiU)
1 2 3 Standardize all activities Customer-supplier connection Optimize flow Improvements & Problem solving
4 Customer Supplier Developing the System Basic design of the system Standard method & execution
1 2
RBS Implementation
REC Scancell 2008 Q3 2010
2008 - 2010
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Organization
Scancell organization
RBS org.
13
Improvement
Time
15
16
17
18
Control
Input
Process
Output
1. SIPOC
PROCESS MAP Target OK Target INPUT OUTPUT CONTROL CONDITIION
2. Flow Chart
R
Avg Range
OCAP
Process
PROCUCT PROCESS CONTROL PLAN Units Meas Sys Sampling Freq Sheet R ohm 4 point 5 1/hr Reflectivity Surface % Optical 100% 100%
SPC M
4. Process Map
Failure Mode Effect Analysis Units Meas Sys Sampling ohm 4 point 5 % Optical 100% 100%
5. Regulation System
6. Control Plan
O
Freq 1/hr
P I i1 12 c1 C
c2 19 c3
7. FMEA
8. Elimination Tree
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Meeting
Stabilization process engineer meets with equipment engineer and operator to report process and equipment errors Purpose is to solve the problem at the source and create communication in-between operator and engineers
Production meeting
Escalation of problems that not are solved at the CPM meetings High management attention All KPIs reported both leading and lagging ex. Number of Job observation, sick leave, environmental pollution,..
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Log No :
Action Plan
4. Identified Possible Solutions / Corrective Actions What/How Who When
Tick Selected Solutions
Systematic way to solve problems Finding the root cause of problems Working in cross-functional teams
Where
BUSINESS CASE Is the topic relevant to the organizations objectives due to Safety, Quality, Delivery, Cost?
Define
Improve
Ensure Effectiveness of Corrective Actions
5. Follow up on Action Plan What (Action Items) Status
25% 75% 50%
100%
1. Problem Statement
PROBLEM STATEMENT (What is the problem? Where? When did it happened? How often? Sketch of the problem):
Who
When
Where
25% 75%
50%
100%
25% 75%
50%
100%
Control
Check list :
( Please Tick
Has the selected solution implemented and achieved the predicted performance? Is the identified root cause is applicable to more than one part/process? Has the existing standard work updated? SOP/WI Q-Standard Flow Chart/Drawing Maintenace list
Verify Baseline - 4M
2: Quick analysis
1. Is the Operator trained/certified in operating the process?
Root causes:
2. Have the standarized work been followed correctly? 3. Are the machine/equipment parameters set correctly?
Cost Avoidance
4. Have the correct tools been used? 5. Are periodic maintenance performed according to plan? 6. Are incoming material without deviation? Use hand need require to topress apply to used nylon glove Ergonomic
Cost Saving
Approval by:
Department Manager
require to hand pain congested
Date
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RBS Implementation
REC Scancell Q4 2010 2011
Q4 2010 - 2011
PRESUMPTION
Very small recourses Highly competitive market (Chinese companies have cut production cost furiously latest years) High pressure on getting cost down
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Platform
Business case for the site Point out the road where to go Follow up frequently
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REC panels installed in a power plant in Alicante, Spain. System size of 8 MW, powering 4 896 households
Result
30% 25% 20% 15% 10% 5% 0% 2008
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2011 REC All rights reserved. Confidential
2009
2010
Q4 2010-2011
Learning's
Lean takes time and no1 is the right leaders with the right mindset
organization
By having an external Lean team you get the speed up but there are risk of low
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