Production Manager, Schaeffler Romania
Work domain - Engineering:
Industries / Production / Manufacturing
The company is one of the largest and important producer of different types of bearings(radial,axial,linear) for the industry such as heavy industry, naval, aeronautical, energy, automotive. I lead and coordinate the manufacturing activity in a division that produce elements for car engine.The production team is build from 212 operators,8 setters,4 technicians(equivalent of process engineer) for machining(turning process, finishing process,superfinishing process and clasification process), 4 Shift Leaders(Engineer level) and 6 Quality Supervisors/Assurance. I am involved in a Move project for optimization of the material flow (Kanban system) and also to implement the TPM& 5S concept in a pilot production area.The production activity is split in 3 shifts and 4 team ,the reason of 4 teams is to cover all 7 days of the week.
Equipements used in production proces:
-16 automatic 6 spindles lathe+16 automatic measuring machines
-8 ball calibration stations
-1 treatment furnace
-2 face grinding machines(high productive machine)CNC
-4 exterior grinding machines CNC
-40 interior grinding machines CNC
-2 interior superfinishing machines
-5 exterior superfinisng machines
-1 degreasing/washing machines
-15 classification machines
My tasks is focused on Gemba activity,in order to fullfil dailly demands to the costumer.Every day ,in the morning, i have a production meeting with technical team(technicians,shifts supervisor,maintenance) where we review the activity in terms of equipements breakdowns,produced parts,abnormality events(utility breakdowns),performance indicators(scrap level,productivity,sales,working hours,stocks(raw material,WIP,tools,semifinished parts).At noon is production meeting where is involved also logistic team,we schedule the capacity on the production lines,we decide the change-over according with the customers demands and we followup the entire flow in order to sincronyze capacity Vs demands.Before this meeting ,togeter with logistics,we have a telecon with customers and we confirm or negociate new delivery terms to customer.
Daily i have to perform a production forecast to confirm the customer request or to negociate the delivery and to plan the backlog elimination.Do to the production&logistic meeting i can create a daily strategy and to deploy to the all 3 shifts customise actions to acomplish the delivery agreed with the customers.I receive support from HR department on recruting activity for blue collar,and also mediation in case of disciplinary aspects with blue collars.
On the quality side when we have a quality risc in production i involve the quality department for specific analises(5Why,Ishikawa) in order to reduce or to eliminate that risc.This activity is linked with the FMEA tool .
On the R&D side ,weekly we have a meeting with technical team where we analyze the new products that the customers want,and according with this new products we schedule and followup miniprojects for startup of new products(create new tools,create new lists of parameters,change the technology or invest in new equipements).
According with the sales forecast we create a budget in sens of human resources, financial alocation,new equipements,relayout of the production area,remove or adapt to the new layout the production equipements.
Maintaining the budget for the following key indicators:% of non-quality costs(scrap and rework), inventory (tools, raw material, WIP and semi-finished goods), productivity (the ratio between value produced and hours worked), value of production (which must accommodate the sales budget ), outstanding (which is a percentage of budgeted sales).
On the cost reduction i have a meeting with the technicians and we decide wich area,or process could be improve/optimize in order to achieve a cost reduction from anual sales.I mention that each technician need to bring a innovative solution for his area that can save money(tool optimization,renegociation with the tools and technology supliers,renegociate with the raw material supliers,a.s.o).
As a personal achievements i increase daily output of finished parts with 10%,in the turning area the capacity increase with 12% do to the fact we send to an external subcontractor different type of products that afect us in sense of eficiency.After this switch the eficiency increase with 25% and the OEE with 20%.To achieve this figures we keept in”ours house”only the parts that increase our capacity and eficiency and the products that afect us on this indicators we deploy to previous external suplier.
-Optimize the human resource on production field lead to a decreasing number of direct workers from 212 to 195(more than 8% personal cost reduction).