Production System Efficiency
FAURECIA
مجموع سنوات الخبرة :13 years, 10 أشهر
V.I.E FAURECIA (Production System Efficiency)
Continuous Improvement (Lean Manufacturing):
-Application of Faurecia Standards and tools
(Kanban, VSM, SMED, 5S, etc.)
-Executed improvement plans for the Door Panel production unit with
Objectives of: Productivity, Work Conditions, Healthy and Security
Project Management:
-Sequencing of parts for the different lines for JIT design
(In collaboration with Logistics), establishment of Autocad layout
for the new BMW projects, leading Pick and Pull project.
-Involvement of FES Audit
Quality: Daily tracking of indicators PPM and SCRAP
HSE: Safety devices documentation
The main role I hold as PML is to manage all the different Manufacturing aspects of the program.
I’m in charge of the industrialization of the Exhaust system we have developed with the core team in the Tech Center. I define the process in accordance with the Faurecia standard working closely with the expert, Product engineer, Tooling Engineer, Designers.
As PML I go through different activities:
RFQ : submission to customer. As Manufacturing Leader, I define the process for the RFQ and I’m part of the costing definition.
I’m in charge of all works packages as PFA definition, MIFA/ MIFD, TRS, Tool Change over calculation, Define the industrial timing, Define the lay-out & process floor space requirement with the Plant Team Leader, CT definition, Number of Operator per line. MVP (Manufacturing Validation Plan)
I determine required output with MCTO (MCTO - Mean Cycle Time Objective), Tact-Time and Machine Target cycle time calculation, required cycle time / number of parts per hour.
I define the Process Flow Chart, M-BOM, SWCT, SWC, HSE study, PFMEA, List of KPC/KCC …
I define the required equipment, tooling, gages, handling system…
I’m the manufacturing interface with the customer and the suppliers. I manage and I lead as PML the different discussion/meeting with the suppliers, with the customers and internally (technical aspect, product aspect, commercial aspect)
With the Program manager we define the CAPEX needed for equipment and tooling before submitting the CAR. Current CAPEX management is 10 Million Dollars.
I performed and lead the EDW (Engineering Design Workshop) and CARDBOARD.
I’m the product Interface (Manufacturability), Ensure design to manufacturing through concurrent engineering activities with product engineers.
Manage the prototype build, delivery and analysis. · Implement all changes related to production system and/or related to the product (as of Engineering Change Management).
Consolidate all manufacturing information: Process definition, production system definition, etc. related to the project to allow a robust transfer to the Divisions later. · Support the Division ME for the first application of the innovation project.
Targets and Reporting · during the initial phase of the project, calculate the project manufacturing stakes: piece price, investment, process validation cost, savings, etc. and update them regularly. · Achieve all manufacturing project objectives based on the IPMS deliverables. · Report on a monthly basis the progress of his/her activities. · Report all manufacturing risk analyses and their associated action plans and opportunities. · Apply Program Management System and Engineering Change Management and Faurecia tools and standards. · Ensure that manufacturing milestones are passed successfully and on time.
Results:
Audit (results for the overall program of 57%), (60% in manufacturing)
Study of re-use opportunities / Capacity Study / and price reduction with suppliers lead of an upfront saving ( ≈4 million $ for full cash out 10 million $) for GEM program
1 operator saving on Final Assy Line for GEM program after Cardboard Workshop.
Changing design in accordance with plant and supplier making a saving of ≈13 000 $ for GAMMA program ≈ 7% saving
Technology used:
Bending : Bending tubes / Trimming / Dual I/O / Saw / Deburr
Mufflers : Ridge Lock / Stuffer / Head Spinner / Capper Sizer
Resonator : Spinning / resistance welding / Dual I/O / Trimming / Press
Final Assy : Welding MIG
Coordinate work package tasks and ensure their accomplishment
Coordinate activities and tasks fulfilment of the Program Manufacturing team
Act as the interface between the Program Core team and the plant(s).
In agreement with the program manager, technical interface with the customer and the suppliers
Product interface (manufacturability) / Manage the Prototype Build and Delivery and Analysis.
Ensure design to manufacturing through concurrent engineering activities with product engineers
Ensure manufacturing feasibility / Ensure the achievement of Process, Equipment and Facility FMEA.
Implement all changes related to production system and/or related to the product
(as of Engineering Change Management).
Study, develop in detail, validate, release and set-up the complete Production System of the program: equipment and tool interfaces, layout, process flow charts, material and information flow diagram in accordance with the Group standards and program objectives.
Production launch. Manage the production launch. Achieve all manufacturing program objectives
Report all manufacturing risks analysis and their associated action plans and opportunities.
Production/ Lean manufacturing and Product Engineer
Process improvement, flow and material analysis Glass Frame
Identify cause of delay and do action to improve it
Design and Improvement of tools and fixture of the Semi Finish department
Creation of a questioner to define the best worker
Organization Improvement
Stock reorganization
Product development:
Check and review the product to identified key technical issue
Following of the Pre-Production planning
Graduation Project Management Continuous Improvement:
-Use of a workplace organization methodology (5S)
-Ergonomic study of work stations
Production Management:
-Establishment of an area of production for 4-5 operators
-Setting up of production indicators
-Following up production
Logistic: Stock control
Internship as Assistant Engineer at the Pilot Plant
-Formalized operational plan for assembly workers with the development team
-Organized production of medium and long-term plans with the production manager Supplier
and logistical manager while simultaneously optimizing the process and the products
with the quality manager, and supervising the assembly line operator activity
-Reported assembly line difficulties to the team development and participated in problems solving
-Created a production report on a weekly and monthly basis