Strengthening Stamping Capability for Competitiveness in a Global Marketplace - Brian Krinock
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Strengthening Stamping Capability for Competitiveness in a Global Marketplace Brian Krinock Vice President, Production Engineering Toyota Motor Engineering & Manufacturing North America, Inc.
Presentation Agenda
I. Toyota Global Operations
II. Toyota North American Operations
III. Stamping Supply Base for Toyota in NA
IV. Competitiveness of Global Stamping
Operations
V. Expectations of a Supplier
VI. Internal Methods for Competitiveness
VII. Example of Supply Base Improvement
VIII. Q&A
Toyota’s Global Operations
Region Mfg. Companies
65 manufacturing companies North America 11
Latin America 5
27 countries and regions Europe 8
Africa 2
299,394 Toyota employees worldwide Asia (including Japan) 37
Oceania 1
Middle East 1
North American Manufactured Vehicles
Venza RAV 4 Highlander Prius
2008 2008 2009 2010
12 NA Manufactured models in 2008; 14 by 2010
15 North American Manufacturing plants 5 Design / Research & Development locations
North American Operations
Direct Employment: 43,858
Direct, Supplier and Indirect Employment: 386,300*
Direct Investment: $21.8 billion
Toyota, Lexus & Scion Dealers: 1,745
2007 Vehicle Production: 1,671,009
2007 Vehicle Sales: 2,922,821
* 2005 CAR Study
1980-1989 1990-1999 2000-2007
State of Toyota 2,922,821 Vehicles Sold
2.9% increase from 2006
As our Sales continue 2 million
to grow in North 1 million
America…
14 $21.8 billion Invested
13
12
11
No. of Plants 9
10
$ 15 b In 2010,
8
…our Investment Toyota will
open its 15th
NA plant in
increases… 7
$ 10 b
Blue Springs,
5 Mississippi
3 4 $5b
1 2
43,858 Team Members
…our Jobs are 30,000
increasing… 20,000
5,000
…and our Production
continues to grow… 1,671,009 NA Produced
2.2 million (2010 capacity)
1.5 million
Projected
1 million
…Suppliers are our
Capacity
in 2010
500,000
biggest contributor
Suppliers in North America Annual Buy - $30B Direct Parts & Materials Marketing Construction, Machinery & Equipment Advertising Logistics Facilities Maintenance R&D Other
Suppliers in North America
• More than 500 suppliers
in NA
• 700 locations
• $30+ billion in
annual purchases
9
Toyota Purchasing Principles
Open Door Policy/Fair Competition
Mutual Trust/Benefit &
Long Term Relationships
Contribution to Local EconomyToyota’s Expectations of Suppliers
1. Safety
2. Quality
3. Delivery & Production
4. Cost
5. Technical Capability
6. Be Competitive
Prevent “The Seven Mudas”1. Safety
Philosophy:
Safety First
“Safety is the starting point
for everything”
Akio Toyoda
Sustainable
Cost Growth
Volume
Quality
Safety
Eiji Toyoda2. Quality
Philosophy:
Build Quality into Process
Sakichi Toyoda
The loom stops
if a broken thread is detected
Toyoda G-type automatic loom
Jidoka3. Delivery & Production
Philosophy:
Toyota Production System (TPS)
Taiichi Ohno
"what is needed,
when it is needed, and
in the amount needed."
Just in Time4. Cost
Philosophy:
Highest Customer Value at Lowest Cost
Function
Value
Cost5. Technical Capability
Philosophy:
Innovative, Competitive, Technology
Tundra
Prius - Tailgate Lift Assist
- Hybrid Technology6. Be Competitive:
Prevent “The Seven Mudas”
A. Overproduction
B. Excess Inventory
C. Unnecessary Conveyance
D. Overprocessing
E. Waiting
F. Unnecessary Movement
G. DefectsA. Overproduction
B. Excess Inventory
C. Unnecessary Conveyance
T H E S E V E N M U D A S D. Overprocessing
E. Waiting
F. Unnecessary Movement
G. Defects
Result = Reward
Positioning Ourselves to be Competitive TPS focuses on high quality at low cost Removes Muda from the system Muda = non-value added activity
Toyota Stamping Supplier Supply Base Overview
Toyota Global Stamping Supply Base
EUROPE
N .A M ERICA
JA PA N
A SIA
S.A M ERICA
A USTRA LIA
A FRICA
: Toyota Plant
● : Toyota Affiliate
Supplier(s)
■ : Non- Affiliate
Supplier(s)Toyota Stamping Supply Base Map
TMMC-1&2
TMMC-1&2
TMMK
NUMMI
TMMK
NUMMI
TMMI
TABC
TA BC
TMMTX
TMMTX
NA 1990
NA 2000
TMMC-1&2
SIA
TMMWV
TMMK
NUMMI
TMMI
TA BC
TMMAL
TMMMS
TMMBC
TMMTX
NA TodayHow to be a Competitive Stamping Supplier
Material:
Usage / Blank Layout
Productivity
SPM, Die Change Time, Downtime
Direct & Indirect Labor
Usage & Rate
Tooling Cost
Minimize Processes/Stations, Specification
Logistics Cost
Distance, PackagingGlobal Competitive Analysis: GSPH
GSPH Performance by Region (Estimate)
5-10% Gap
GSPH
JPN Best EU Best NA Best CHN Best
Labor, technology and Process are contributing factorsNA Competitive Analysis: SPM
SPM Global v Local Suppliers: North American Production
~30% Gap
SPM
Global Affiliate Supplier NA Local Supplier
(Avg)NA Competitive Analysis: Die Change
Die Change Time (Transfer Die in Minutes)
~ 4x longer
NA Local Supplier Global Affiliate Supplier
(Avg)How does Toyota Remain Competitive?
Toyota’s Industry Postion: Harbour data
History of Stamping Hours Per Unit (HPU)
6.3
Average Die Changeover Time (Minutes)
3.71
51.5
3.57
3.29
2.95 2.98
2.61 2.46
2.40 2.35
1.64 37.9
2003 2004 2005 2006 2007
24.9 25.6
22.9
19.6
13.2
12.7
8.6 8.4
7.8
2003 2004 2005 2006 2007Toyota’s Industry Postion: Harbour data
Operating Hours Per Die Change (Die Change Frequency)
10.7
7.5
7.3 7.3
Parts Per Hour
5.7
5.6
828
2.2
2.1 2.0
1.9
1.7
750
2003 2004 2005 2006 2007 736
695
694
668 671
664
659
646
636
2003 2004 2005 2006 2007Toyota Worldwide Press Operations
Europe
North America
Toyota Motor
Corporation
(TMC)
Asia
South America
In the
Beginning,
Operations
Led from
Japan by TMCToyota In-House NA Press Expansion
1980’s 1990’s 2000’s
TABC TABC TABC
NUMMI NUMMI + Exp. NUMMI + Exp.
TMMK TMMK + Exp. TMMK + Exp.
TMMC TMMC + Exp. TMMC + Exp.
TMMI TMMI + Exp.
TMMTX
Grow
th &
Capa SIA
bility
Incre
a sing TMMC #2
TMMMS (Future)
Connected & Aligned
Strong Communication
Friendly Competition
Individual Plants
Individual Plants Limited Benchmarking
Share Resources
& Best PracticesToyota Internal Competition Never Give Up
1988 aising 2008
Bar keeps r - - - - - - - Gap is Smaller
--- ---
--------- -------
Productivity
- - - - - - - -
---
- - - Gap
-Large
IMPROVEMENT
CONTINUOUS
TMC NAMC TMC NAMC
Start-Up Key Activities Capability Future
inreasing
Bench Marking *
Best Practice Application * Continue to
Strengthen
Always find ways Jishuken / Yoketen * Toyota Way
to “re-think” and Training / Skill Improvement Thinking
“re-invent”
Technology Advancements *
Innovative Thinking
StandardizationToyota Internal Benchmarking
& Best Practice = Safety
Example
1. As a group (All NAM) we compare each
NAMC to each other as well as TMC • Safety Concern at NAMC triggered
activity to bench mark each NAMC to
find best practice
• Each plant investigated their own
current activity
2. Identify Leader
• At the all NAM meeting each
NAMC presented their activity
• Best Practices from each NAMC
3. Investigate the lead plant activity were combined to make a North
and roll out as Best Practice to all American wide standard that would
other NAMC be used at all NAMC’s
New Standard
Utilize each New
NAMC resources / Standard
skill for the with all
benefit of all NAMC
buy-in!Jishuken Activity / Yokoten
1. Each NAMC sends 2. Team focus on 3. Team uses Toyota problem solving 4. Roll out
member(s) to participate issue at the NAMC methods (TBP) develop countermeasure or to all NAMC
in the Jishuken Activity as a Group suggestions to NAMC. NAMC implements (Yokoten)
at alternating NAMC’s changes and documents results
TMMC
TMMI
Report
Introduce to all
TEMA
other NAMC
(Yokoten)
NUMMI
Alternating
TABC NAMC
Common
Problem or
TMMK Theme
SIA Results
10%
Yokoten
Safety Up
Productivity (GSPH)
TMMTX to Other
NAMC
TMMMS P
Quality
D
P
P P
D
A
TMMC #2
C
C
A
D
Productivity C
Pre-
P
Etc….
A Prod.
D
P
Come together as a TEAM A D
C
A
C
Before After
to Solve Common Problem
C
-T/M Development
- Solving Critical ProblemsFuture Technology & Trends
Die Related Equipment Related
Multiple Part Production (1 Stroke) Increased Focus on Machine Accuracy (key point
• Double Dies of Die Repeatability)
• Baby Part
Adopt Servo Press technologies with High Speed
Die Design Standards: Interchangeability from Automation for increased productivity
Line to Line / Plant to Plant
Increase common equipment and part usage for
Process Reductions (4 Dies to 3 Dies to 2 Dies) spare parts reduction and sharing
amongst NAMC
Increased focus on Die Repeatability Reduction in plant size with streamlined layout
and less inventory
Increased use of digital development tools (FEA,
FEM) and measurement for more Increased focus on reducing Die Change Time
accurate initial die build (less and methods to aid as a method to
modifications after first hit) achieve reduced lot sizes
Material Changes
• Coatings
• High Strength Materials
Balance Technology & Investment
Take advantage of
New Technology to
improve productivity,
reduce lead times
& costSupplier Competition
How can you increase your abilities
and, at the same time,
share your capability with others
in the same industry?
Example: Toyota Based Stamping ForumSupplier Forum: “Co-opetition”
Cooperation Co-opetition
Competitors
+ (Technical Forum) =
Competition to
strengthen
each other...
But not to
Toyota reveal trade
or product
secretsSupplier Forum Example: GSPH/SPM
What Does Competition Do? Changes your
Environment & Challenges
Ex: 600 Ton Press Line
Co-opetition
SPM
?
SPM
Share
A B C A B C D
Through Competition
Internal Benchmark Know How
- - See Others
- - Why is there a Gap in SPM?
- - Change Ceiling
- - What are others doing?
- - All Benefit
- - What are your limitations?
- - Keep for Knowledge, but set moreSupplier Forum Example: Die Change Time
1200 Ton Transfer Line
Supplier A,B,C,D
Supplier A, B New Targets
Great Reduction
17
Break Through
Minutes
12 By Co-opetition
7
4
A B Suppliers C DSupplier Example:
Metalsa: Fagor Improvement Activity
Rear Side Rail
Full FrameMetalsa: Initial Condition
Fagor 3600 GSPM
Struggle to Meet Targets
Fagor 3600 ChangeoverMetalsa: Kaizen Events
20%
Minutes
10%Metalsa: Quick Fix (Small Kaizens)
6 C/O
24 C/O
p/Week
p/WeekMetalsa: Improvements on Lot Size
Metalsa: KPIs
Summary
9 Crisis is good, Don´t create comfort zone.
9 Kaizen without human factor, is not success.
9 Seeing is believing.
Crisis (Pressure) Human Factor Ownership
* Create * Team consistent * Different KPI´s
* It Happens * TM involvement on * Clarify Group leader
improvements roles
* Friendly competition
between shiftsFuture Challenges:
Raw Material Increases
Steel Spot Market- ($/Metric Ton) Crude Oil - ($/Barrel)
$1,500 $160
$1,300 $140
$1,100 $120
$100
$900
$/M T
$80
$700
$60
$500
HR $40
CR
$300 GA $20
$100 $0
Ja n -06 Feb- M a r-06
2006
A p r-06 M a y-06 Ju n -06 uJ -l06 Aug- Se p - O c t-06 No v - De c - Ja n 0- 7 Feb-
2007
M a r-07 A p r-07 M a y-07 Ju n -07 Ju -l07 Au g - Sep- O c t-07 No v - De c -
2008
Ja n -08 Feb- M a r-08 A p r-08 M a y-08 uJ n 0- 8
2006 2007 2008
Challenge for all stamping suppliers:
Make every effort to offset cost of raw materials
Many small items add up to large change
Challenge: Find your own unique ways to remain competitiveThank You ICOSPA !
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