Metoda de Implementare a Sistemului de Costuri Ale Calitatii

8/13/2019 Metoda de Implementare a Sistemului de Costuri Ale Calitatii

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METODPENTRUIMPLEMENTARE SISTEMULUI DE

COSTURI ALE CALITII

METHOD FOR QUALITY COST

PRODUCTION SYSTEM

IMPLEMENTATION

Lavinia Nicoleta NEAGOETransilvania University of Braov, Romania

Rezumat. Mediul competitiv din zilele noastre solicitcompaniilor industriale s gseasc soluii pentru asupravieui i a fi profitabile. Abordri precum Lean SixSigma sau Fabricaia de clas mondial (World ClassManufacturing) cumuleazo serie de tehnici i metode isubliniaz rolul fundamental al culturii organizaionale.Aceste sisteme, dezvoltate pe baza Sistemului deproducie Toyota (TPS), au ncercat s reproducsuccesul obinut de Toyota, dar eecurile frecvente nimplementare conduc la ideea conform creia ADN-ulsistemului TPS nu este ncdescifrat n totalitate. Pe bazaunei experiene de peste zece ani n implementarea

sistemelor de producie, autorul consider c oimplementare de succes deriv din implicareamanagementului, un plan clar de aciune i aplicaiipractice sustenabile. Articolul prezinto metodcadru deimplementare care descrie etapele necesare pentruidentificarea, monitorizarea i controlul costurilorcalitii, pentru a le reduce prin activiti zilnice iproiecte de optimizare.

Abstract. Today's competitive environment requiresindustrial companies to find solutions to survive and beprofitable. Approaches such as Lean Six Sigma andWorld Class Manufacturing provide a set of techniquesand tools which are technical solutions, but also highlightthe role of organizational culture. These systems,developed based on Toyota Production System (TPS),have tried to replicate the success of Toyota, but frequentimplementation failures registered leads to the suspicionthat the TPS's DNA is not fully understood. Based on theauthors' ten years experience on production systemsimplementation, the success of implementation consists

in management commitment, a clear plan and sustainablepractical application. This paper presents a globalmethod, which describes the necessary steps forsuccessful implementation of a production system foridentifying, monitoring and control of non-quality costsin order to reduce them through daily activities andoptimization projects.

Cuvinte cheie:TPS, sisteme de producie, implementare,metod, costurile calitii, optimizare

Key words:TPS, production system, implementation,method, quality cost, optimization

1. IntroducereDiferitele sisteme de producie utilizate nprezent cumuleaz o serie de tehnici i metode deproducie de clas mondial (World classmanufacturing -WCM) care au la baz modelulToyota Production System (TPS). n denumireasistemului pot apare cuvinte care au ca scop punereaaccentului pe ceea ce este important pentrucompanie. Astfel, interpretarea american a TPSLean Manufacturing, este sistemul care are cascop principal eliminarea pierderilor. n ultimii ani,denumirea a fost completat devenind Lean Six

Sigma, ceea ce include i reducerea variabilitii.Alte sisteme includ termenul Agile cu referire lamodul i viteza cu care compania rspunde lamodificarea cerinelor pieei.

Pentru metoda dezvoltat a fost aleasdenumirea de Sistemul de Evaluare i Optimizare aCosturilor Calitii (Quality Cost Evaluation andOptimization System). Prin Quality Cost - QC se

neleg toate costurile generate de neutilizarea sauutilizarea deficitara tehnicilor i metodele WCM,costuri care trebuie identificate, evaluate n termeni

monetari i apoi, eliminate sau optimizate.

1. IntroductionThe different production systems used presentlysum up a series of worldly spread productiontechniques and methods known as World ClassManufacturing (WCM), all having at their origin theToyota Production System (TPS) model. (ZAK,2010). Within the name of any of these systems onemay identify key words that aim at pinpointing theelements that fall under the companys strategy.Thus, Lean, the American version of TPS is thesystem that focuses on loss reduction. Over the lastyears, the name of this system has slightly changed,

becoming Lean Six Sigma, therefore incorporatingthe reduction of variability. Other systems alsoinclude the Agile term, making reference to themeans and the speed with which the companyresponds to the changes in market expectations.

For the developed method the denomination ofQuality Cost Evaluation and Optimization Systemhas been chosen. By Quality Cost (QC) it is impliedall costs generated by the lack of use or inefficientuse of all techniques and methods comprised byWCM, costs that should be identified and evaluatedfrom a monetary perspective mainly and afterwards

either eliminated or optimized.


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Tehnicile i metodele WCM sunt binecunoscute i larg descrise de literatura despecialitate. Ceea ce este mai puin clar este modulde implementare a unui asemenea sistem. Mai mult,o serie de companii au euat n implementare, ceea

ce conduce la ideea cADN-ul sistemului TPS nu afost n totalitate descifrat.

The techniques and methods of WCM are well-known and thoroughly described within theliterature. What is less clear is the implementationmeans of any of such systems. Moreover, a largenumber of companies have failed at implementing

them, which leads to the idea that the DNA code ofthe TPS has not been entirely broken.

2. Informaii generalePentru a concepe un model de implementare a

unui sistem de producie au fost analizate treimodele, din care dou reprezint implementriefective n companii cu prezen global, Ford iAutoliv, i un model teoretic propus de OliverWight Europe. Au fost analizate, de asemenea,elementele care fac din cultura TPS o cultur aresponsabilitii. n continuare sunt prezentate

modelele menionate i elementele consideratefundamentale, utilizate la dezvoltarea metodeipropuse.

2. General informationIn order to develop a model concerning the

implementation of a production system, threedifferent models have been put under scrutiny, outof which, two of them represent implementationsput in practice within companies present worldwide,i.e. Ford and Autoliv, and a theoretical modelconceived by Oliver Wight Europe. This study hasalso analysed the elements that make TPS a culture

of responsibility. In the following paragraphs, theabove mentioned models are being presented aswell as the elements considered as fundamentals forthe proposed method.

2.1. Sistemul de Producie Ford (FPS)FPS definete 6 etape necesare pentru

construirea unei organizaii Lean [1]:1. Crearea viziunii: Dezvoltarea unei viziuni i

crearea legturii ntre valoarea generatde sistemulLean i strategia organizaiei; nfiinarea unuiComitet de coordonare (SC) la nivel de execuie,

divizie i corporaie; Comunicarea viziunii icrearea structurii organizaionale suport; Definirearolurilor i responsabilitilor; Conceperea unui plani a indicatorilor de monitorizare a implementrii.

2. Stabilitate: Sigurana muncii, trasarea fluxurilorde valoare (VSM), 5S, tehnicile de rezolvare aproblemelor, indicatori de performan, analiza debaz a liniei de producie, fabrica vizual,Mentenana productivtotal, sisteme de evitare aerorilor, Six Sigma.

3. Fluxuri continue: munca standardizat,amplasamentul liniei/ celulei, loturi mici.

4. Producia sincron: Schimbarea rapid,ncrcarea liniilor de producie, sistemul Kaizen,panouri de monitorizare a produciei, echipe

mputernicite, flexibilitatea muncii, logisticamaterialelor (intern, extern), takt time, stocuri.

5. Sistemul de tip tragere: Kanban, Exact la timp.6. Producia nivelat: planificare nivelat, plan fix

de producie, fiecare piesn fiecare zi.Pentru fiecare tehnic, FORD propune crearea

unui grup pentru definirea conceptului, a instruirilori testarea metodei pe un proiect pilot, pentru a

concentra eforturile i a obine rezultate nainte de adisemina metoda n ntreaga companie.

2.1. Ford Production System (FPS)FPS (Ford, 2003), defines 6 stages necessary in

building up a lean organisation [1]:1. Vision: Develop the vision and link the Lean

Value Delivery System with Corporate Strategy;Form a Steering Committee at executive, divisionand plant levels; Share the vision communicate

vision and corporate support structure, Developroles and responsibilities, Develop a progress chartand measurable for Implementation follow-up.

2. Stability: Safety program, Value Stream mapping(VSM), 5S activities, Problem solving techniques,Measurable, Base line Analysis, Visual factory(VF), Total Productive maintenance (TPM), ErrorProofing, Six Sigma.

3. Continuous flow: Standardized work, Linelayout/ cell layout, Smaller lots.

4. Synchronous production: Quick changeover, Lineload analysis, Kaizen, production control board,Empowered teams, Flexible work, materiallogistics (Internal and external), Tact time,Marketplace

5. Pull System: Kanban, Just In time (JIT),6. Levelled Production: Levelled schedule, Fixed

repetitive schedule, Every part every day.For each Lean technique, Ford proposes

organizing a focus group to deal with defining theconcept, putting in place the training methods andtesting the method within a pilot project in an areacalled Initial Application Area (IAA), designed to

focus efforts and build success before spreading toentire plant.


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2.2. Sistemul de Producie AutolivPlanul de implementare APS are un orizont de

5-8 ani i conine cinci etape care se ntreptrund[2]. Principalele etape i tehnicile specifice sunt:1. Stabil i capabil: Instalarea capacitilor de

producie, definirea standardelor, nivelarea iplanificarea produciei, proiecte cros-funcionale.2. Organizare autonom de producie - AMO:

Structura organizatoric, Managementul zilnic,Desfurarea politicilor, Comitet de coordonare.

3. Management vizual: Activitile 5S n produciei birouri, Eliminarea pierderilor, VSM, Kanban.

4. Implicarea angajailor: Sistemul de sugestii,Ergonomia, Integrarea produselor/ proceselor noi.

5. Controlul produsului i al proceselor: MentenanProductiv Total (TPM), Auto calitate,Schimbare rapidde la un reper la altul (SMED),

6 Sigma, Proiectare pentru Six Sigma (DFSS).Am reinut pentru modelul propus, implemen-

tarea n etapele iniiale a modului de organizare detip AMO, dezvoltarea unui mod de lucru i a unuisistem de monitorizare a performanei care sasigure conducerea operativa ntregii afaceri.

2.2. Autoliv Production System (APS)APS 5-8 years road map define five phases

which overlap. (Autoliv, 2005) [2]. The phases andspecific tools are presented below:1. Stable and capable: Capacity installed, Standards

definitions, Levelling and production planning,interdepartmental workshops;2. Autonomous Manufacturing Organization (AMO):

Platform organization, Daily management, Policydeployment, APS Committee;

3. Visual management: 5S Gemba and office, Waste(Muda) elimination, VSM, Kanban;

4. Employee involvement: Suggestion system,Ergonomy, New process / product;

5. Product and process control: Total ProductiveMaintenance (TPM), Auto quality, Single MinuteExchange of Dye, 6 Sigma, Design for Six Sigma.

For the proposed model, the key elements thatshould be kept in mind are: the implementation of theAMO method of organization, from initial stages, theputting in place of a way of working and of aperformance monitoring system that should enablethe operational management of the entire business.

2.3. Agile Lean Sigma (ALS)Agile Lean Sigma dezvoltat de Oliver Wight

Europe propune un plan de 5-10 ani, cu 4 etape [3]:1. Coordonare - eliminarea evenimentelor neprev-

zute - efectuarea zilnica sarcinilor de rutin2. Controlul procesului de afaceri - eliminarea

greelilor din procesul de afaceri.3. Automatizare pentru toate procesele.4. Integrarea tuturor proceselor afacerii cu

tehnologia.De reinut necesitatea etapei cheie, numit

Coordonare, nainte de nceperea implementriitehnicilor moderne. Etapa constn:- contracararea managementului pompieristic prin

abiliti puternice de leadership, de obicei adusedin exteriorul companiei,

- implementarea unui proces de managementintegrat al afacerii, pentru a trece de la gndireai comportamentul secvenial ctre conducereaafacerii dintr-o perspectivintegrat.

- obinerea excelenei n planificarea i controlulafacerii.

- dezvoltarea unei culturi care s ncurajezeschimbarea, mputernicirea angajailor i

mbuntirea graduala afacerii.

2.3. Agile Lean Sigma (ALS)ALS developed by Oliver Wight Europe

proposes 5-10 years road map with 4 big phases [3]:1. Coordination - Eliminate unplanned events Do

routine things routinely,2. Business process control - Eliminating failure in

business process,3. Automation - based automation of all processes,4. Integrating all business processes with

technology.The key element here is the presence of a stage

called Coordination before initiating the moderntools implementation. This phase is made up of:- undermining the fire fighting management by

means of a strong leadership, normally bybringing someone from outside of the company,

- the implementation of an integrated businessmanagement process, to move away fromcompartmentalised thinking and behaviourstowards managing the business from anintegrated company perspective,

- attain excellence in planning and control of thebusiness,

- develop a culture for change, employeeempowerment and step changes businessimprovement.

2.4. Cultura TPS

TPS este descris drept o cultur aresponsabilitii, la fiecare nivel ierarhic din

2.4. TPS culture

TPS culture is described as a culture focused onresponsibility, at all company levels: managers,


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companie: manageri, tehnicieni i operatori [4, 5].Cultura responsabilitii a fost divizat n patrucerine:1. Cunoaterea modului n care activitile trebuie

sse desfoare ,

2. Identificarea abaterilor, dacacestea au aprut,3. Cunoaterea a ceea ce trebuie fcut,4. Puterea de a aciona.

Primul element se refer la faptul c fiecareangajat trebuie s tie i s neleag ce i cumtrebuie fcut i care sunt limitele acceptate. Muncaeste descris n standarde i monitorizarea seefectueazprin indicatori. Odatce apare o deviaieintervine al doilea element, care presupune cafiecare persoansau echipstie cum sacionezedirect, dacare autoritatea i cunoaterea necesar,sau indirect, prin abordarea n timp real a problemei

ctre cei competeni. Acest element se leag deurmtorul, respectiv existena unui personal instruiti disciplinat (ceea ce necesit o instruirepermanent i o cultur adecvat). Un angajatinstruit este gata s acioneze, dar pentru a acionatrebuie saibautoritatea necesar.

technicians, machine operators [4, 5]. The TPSculture was broken down in four requirements:1. Awareness of how things are supposed to be ,2. Awareness that something has changed, if it has,3. Expertise in what to do,

4. The power to act.The first element refers to the fact that eachemployee should have a good knowledge andcomprehension of what to do and how to do it, andwhich are the accepted boundaries. All workactivities are described within procedures and themonitoring should be achieved by means ofindicators. Once a deviation is identified, the secondelement comes into place, i.e., each member or teamshould know how to act, be it directly, if deviationappears in his area of authority and expertise, orindirectly, by escalating the problem, in real time, to

the competent persons. This element is closelylinked with the following one, that is, having well-trained and disciplined personnel (it impliescontinuous training and an appropriate culture). Awell-instructed employee is ready to act but, inorder to act, it has to have the necessary authority.

3. Descrierea metodei3.1. Studiu de caz

Prin combinarea celor 4 metode descrise, a fostdezvoltat o metod de implementare care seadreseaz companiilor productive i are ca scopaccelerarea implementrii prin includereaelementelor consacrate i adaptarea lor la contextullocal. Implementarea este prezentat n 12 etapeinterconectate i conduce la obinerea unor rezultatesustenabile n aproximativ 3 ani. Procesul estecontinuu, dar se estimeaz c primii trei ani suntcritici n construirea sistemului i schimbareaculturii organizaionale (vezi figura 1).

Metoda a fost dezvoltatpe baza unui studiu decaz. Compania selectat activeaz n industria autodin Romnia i este furnizor de componente pentru

autoturismele de lux. Producia i sistemele aferenteau fost transferate de la firma mamdin Germanian perioada 1997-2011. Sistemul de producietransferat, a fost grav afectat de scderea vnzrilordin perioada 2009-2010 perioad n care o serie debune practici au fost eliminate datorit diminuriipersonalului. Acest demers a erodat situaiaeconomic. Reintroducerea unui sistem deproducie, axat pe diminuarea costurilor, a devenit onecesitate stringent. Au fost alese dreptreprezentative modelele de succes Ford, Autoliv,Toyota [1, 2, 4, 5], dar s-a inut cont i de

necesitatea de a accelera acest proces.

3. Method description3.1. Case study

By combining the 4 methods described, a newmethod of implementation has been developed whichaddresses productive companies and aims at acceler-ating the implementation by including unanimouslyknown, well-tested elements and adapting them to thelocal context. The implementation is presented in 12related phases and leads to sustainable results inapproximately three years. The process is a continuousone but it is estimated that the first 3 years are criticalfor building up the system and changing theorganisational culture (see figure 1).

The method has been developed based on a casestudy. The selected company is placed in Romaniaand is part of the automotive industry, as a supplier

of components. Production and the subsequentactivities have been transferred from the central sitein Germany starting 1997. The transferred productionsystem, critically affected by the decline in the salesvolumes on 2009-2010, a period during which aseries of good practices have disappeared due toreduction of personnel. This phenomenon had anegative effect on the economical situation. Thereiteration of a production system based on costreduction focus became an imperative necessity. Thesuccess models as Toyota, Ford or Autoliv have beenchosen as blueprints but one thing that was also

pondered upon was the necessity that any such model


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Scopul principal a fost implementarea unuisistem de identificare i monitorizare a costurilorcalitii la nivel de familie de produs pentrureducerea acestora prin proiecte specifice, utilizndtehnici WCM.

be implemented with the outmost rapidity [1, 2, 4, 5].The main purpose constituted the implementing ofidentification and costs monitoring system in order toreduce these by means of specific projects, usingWCM techniques.

Figura 1. Prezentare grafica etapelor implementrii sistemului de producieFigure 1. Visual chart for production system road-map implementation

Au fost definite i aplicate urmtoareleetape:

1. Decizia de a implementa un sistem deevaluarea a costurilor calitii i reducere a acestoraprin utilizarea celor mai noi tehnici i metode declasmondial. Decizia a fost luatla cel mai naltnivel adunarea general a acionarilor i este

dus la ndeplinire prin administratori i directorulgeneral care au cunotine solide de WCM, cerinesenial. Iniiativa a fost corelat cu strategia dedezvoltare a firmei i a fost dezvoltat un plan cadrucare vizeazun orizont de timp de trei ani.

2. Constituirea Comitetului de coordonare(Steering Committee - SC) i definirearesponsabilitilor. Responsabilitatea pentruplanificarea i monitorizarea activitilor a fostalocat unui for de coordonare alctuit dinmanagerii companiei, efii seciilor de producie i opersoancare administreazntregul proces. SC are

ntlniri lunare, activitatea principalconstnd n:- planificarea activitilor, prioritizarea tehnicilor

i metodologiilor ce se vor implementa,- definirea indicatorilor cheie i a costurilor

calitii pe familie de produs,- monitorizarea progresului proiectelor i- aprobarea standardelor noi generate ca urmare a

proiectelor derulate i asigurarea sustenabilitii.La ntlnirile SC se fac prezentri privind

stadiul proiectelor n curs, se aprob nchidereacelor aflate la final i se aprob nceperea

proiectelor noi. Liderul de proiect prezintobiectivele, stadiul aciunilor i solicit sprijin

The following stages have been designed andapplied:

1. The decision to implement an evaluationsystem of quality related costs and the decrease ofthese costs by using the newest techniques andmethods spread worldwide. The decision was takenat the highest level the board of shareholders and

it is managed by the CEO and companyadministrators who have solid knowledge of WCM, aparamount condition in this case. The initiative wasattuned with the strategy for development of thecompany and a frame project for a three year horizonwas put into place.

2. Constitution of a Steering Committee anddefining responsibilities. The responsibility forplanning and monitoring activities was entrusted toa coordination forum made up of the companymanagers, chiefs of production division and asupervisor of the entire process. The SC meets on amonthly basis, its main activity being made up of:

- Planning activities, prioritizing the techniquesand methods to be implemented;

- Defining key indicators and quality relatedcosts per each family of products;

- Monitoring the progress of the projects;- Approving new standards derived from ongoing

projects and ensuring sustainability.Within the SC meeting, the ongoing projects

are being presented, the ones drawing to an end arebeing approved for closure, and new projects are

being validated. The project manager presents theobjectives, the stage of each point on the action log


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managerial. Sunt validate activitile derulate, seaprob continuarea lucrrilor sau suplimentarea defonduri.

3. Training iniial i evaluarea iniial asistemului. Deoarece angajaii au un grad difereniat

de cunoatere privind tehnicile i metodele WCMau fost organizate sesiuni de instruire de cte 2 zile,cu scopul de a face o prezentare general aconceptelor, de a face legtura dintre metode i nu

n ultimul rnd, de a crea un limbaj comun i o nouabordare. Aceste sesiuni reprezint i un momentprielnic pentru urmtoarele evaluri: evaluareaclimatului organizaional, a atitudinii i acunotinelor managerilor i personalului tehnic,suport i evaluarea sistemului de producie.

4. Definirea Sistemului propriu i a unui Plande implementare. Rezultatele etapei anterioare au

stat la baza deciziei Comitetului de Coordonare nelaborarea viziunii i a unui plan de implementare.A fost dezvoltato imagine graficcare nsumeazprincipalele tehnici ce se vor implementa, figura 2.Planul iniial a fost revizuit la fiecare trei luni,pentru elaborarea unui plan realist.

5. Startul Proiectelor pilot pentru fiecaretehnic (5S i VM, Standarde; Eliminare pierderi,Flux continuu, etc.). Dup instruire, au fostdemarate proiecte pilot, pentru o anumit tehnic,cu urmtoarele etape:

- definirea obiectivelor i formarea unei echipeimultidisciplinare,

- instruire asupra tehnicii principale,- derularea propriuzis a proiectului (Gemba

Workshop),- emiterea noilor standarde interne,- dezvoltarea de specialiti pe metoda / tehnic

care s faciliteze implementri similare nntreaga organizaie.

6. Revizuirea structurii organizatorice i asistemului de msurare a performanei: definireaindicatorilor la nivel de linie de producie, familii de

produse, organizaie. Etapa de redefinire (analiziajustare) a unui sistem de msurare aperformanelor s-a desfurat n paralel cuproiectele pilot (etapa 5). Au fost constituite echipeinterdepartamentale care rspund de familiileprincipale de produse i au fost definii indicatori deperformanca primetapspre trecerea la AMO.

7. Start proiecte de trasarea fluxului valorii(Value Stream MappingVSM) pentru fiecarefamilie de produse i definirea costurilor calitii QC (metoda integratdenumitVSMQC).

S-a trasat fluxului valorii pentru familia de

produs cu cel mai mare volum. Analiza iniial

and requests management support. The ongoingactivities are being validated, the going forward ofactions in place is being approved or funding isbeing granted if necessary.

3. Initial training and initial assessment of the

system. Considering that employees have a differentdegree of expertise with regard to the techniquesand methods of WCM, two-days training sessionshave been organized, aiming at presenting a generalperspective of main concepts, at creatingconnections between models, and not least, atcreating a common language and a new approach.These training sessions have also constituted theopportunity for the following assessments: theassessment of the organizational culture, of theexpertise and attitudes of managers as well assupport personnel, and finally, of the production

system per se.4. Defining an appropriate and personalized

system and an implementation plan. The results ofthe previous stages have constituted the fundamentsin elaborating an implementation plan by the SC. Itwas developed a graphic in order to summarize thesystem. The initial plan was revised at every threemonths, in order to put in place a realistic plan.

5. Start of the pilot projects for each technique(5S, Standards; waste elimination, Continuous flow,etc.). After the training, pilot projects have beeninitiated for each technique, with the followingstages:

- Defining the objectives and making up amultidisciplinary team,

- Training on main techniques,- Unfolding of the project (Gemba Workshop),- Issuing new internal standards,- Development of method/ technique specialists

able to endorse such implementationsthroughout the entire organization.6. Revision of the organizational structures and

of the measurement: defining indicators at particular

levels: production line, product family,organization. This stage of redefining (analysis andadjustment) a KPI measurement system hasunfolded in parallel with other pilot projects (stage5). Teams involving several departmentsresponsible for different products families havebeen constituted and performance indicators weredefined as a first phase towards AMO.

7. Start of Value Stream Mapping projects(VSM) for each family of products and definition ofrelated quality costs (QC).

The tracking of the flow of value for the high

rotation family of products was initiated. The initial


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(conform VSM) a fost completat cu analizacosturilor calitii pentru fiecare familie de produs.Definirea setului de costuri monitorizate s-a fcut lainiiativa echipei de coordonare i a fost aprobatdemanagement. Pentru prima etap, QC selectate au

fost: rebuturile, remedierile i productivitate munciiiar ulterior, au fost adugate stocurile de producien curs (Standard work in progress - SWI).

VSM starea proiectat completat cu QCcuantificate valoric, permite prioritizarea aciunilori a proiectelor pentru obinerea efectului economicmaxim. Astfel, se continu replicarea proiectelorpilot, n care au fost definite noile metode de lucrui au fost formai lideri de proiect/ facilitatori.

8. Monitorizarea periodic a familiilor deprodus prin VSMCC, a proiectelor aferente i acosturilor salvate pe proiect. Comitetul de

coordonare are sarcina de a monitoriza stadiulimplementrii, rezultatele, de a corecta abaterile ide a acorda sprijin pentru situaiile problematice.Legarea proiectelor de costuri salvate

9. Promovarea sistemului i prezentarea celormai bune rezultate unei largi categorii de angajai(prezentare de proiecte n cadrul unor ceremonii,panouri informative etc.)

Promovarea sistemului are ca scoprecunoaterea eforturilor depuse de echipe,obinerea implicrii diferitelor categorii de personal,comunicarea celor mai bune rezultate fiind i unmod de instruire. Ceremoniile sunt prezentri deproiecte ctre grupuri de 10-15 persoane, la loculfaptei, acolo unde s-a schimbat/ implementat cevanou, cu beneficii pentru companie.

10. Benchmarking intern i extern: cele maibune rezultate sunt prezentate n toate companii dincadrul grupului/ industriei, astfel nct, s seaccelereze implementarea i obinerea de rezultateeconomice.

Cele mai bune rezultate obinute ntr-o zondeproducie trebuie comunicate tuturor zonelor n care

poate fi replicat (benchmarking intern), pentrumultiplicarea rezultatelor. n plus, analiza continua celor mai bune companii din industrie(benchmarking extern), va genera noi idei de

mbuntire i de cretere a profitabilitii.11. Dezvoltarea de campioni i echipe suport,

dezvoltarea abilitilor managerilor i personaluluitehnic. Implemenatrea sistemului necesit

mbuntirea permanenta cunotinelor tehnice ia abilitilor manageriale i de leadership alemanagerilor i coordonatorilor de proiecte deoptimizare. n acest etap, sunt constituite echipe

pe o anumittehnicsau metod, coordonate de un

analysis (according to VSM method) was completedwith a quality related cost analysis for each familyof products. An initiative of the coordination team,approved by management, was defining the set ofmonitored costs. For the first stage, the selected

QCs were: scrap, rework and work productivity,and, later, WIP (work in progress) was also takeninto consideration.

VSM future state, to which a value quantifiedQC was added, allows prioritizing actions andprojects in order to have the best economical output.Thus, the pilot project is being replicated,incorporating the new working methods and trainednew project managers/ facilitators.

8. Periodical monitoring of the family ofproducts, of projects associated with them and ofsavings obtained through these projects by means of

VSMQC. The SC was assigned to monitor the stage ofimplementation, the results, to correct deviations andto offer support in all emerging problems. Cost relatedsavings were correlated with the ongoing projects.

9. Promoting the system and presenting the bestresults to the majority of employees (presentation ofprojects, informative boards, news letters, etc.).

The purpose of promoting the system is toacknowledge all efforts made by the team, todetermine the involvement of a large number ofemployees, to communicate the best results and atthe same time to allow a continuous training bydisseminating system related information. Specialoccasions are marked by presentations of the projectto groups of 10-15 people, on the spot where a newidea has been implemented for the best interest ofthe company.

10. Internal and external benchmarking: thebest results are presented in all the plants within thecompany/industry, so that implementation can beput in place at the most rapid pace and drive to thebest economical results.

The best results in a production area must be

communicated to all areas and replicated (internalbenchmarking), in order to multiply result.Moreover, continuous benchmarking of the bestcompanies in the industry will generate newimprovement ideas and will lead to increasedprofitability.

11. Stimulating the development of championsand of support teams, the management abilities ofall technical personnel. Implementation of a systemrequires continuous improvement of technicalexpertise and management on the one hand and, onthe other hand, improvement of leadership abilities

for managers and for projects coordinators. At this


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campion (persoancare cunoate foarte bine tehnicarespectiv). Scopul acestor echipe este de a nelegefoarte bine conceptele, modul de aplicare n practici a ine pasul cu ultimele nouti din domeniu.Membrii echipei au ca sarcin efectuarea de

propuneri privind planul de implementare pentru oanumit tehnic, disemninarea informaiilor(susinerea de cursuri de perfecionare ctre colegi)i coordonarea proiectelor specifice.

12. Evaluarea periodic a sistemului.Consolidarea noului mod de lucru presupunemonitorizarea permanent i evaluarea periodic asistemului. Pot fi utilizate fiele de evaluare dinetapa de debut a programului sau, se pot dezvoltafie de evaluare mai complexe, care surmreascaprofundarea unor elemente din sistem.

stage, teams focused on a particular method/technique is formed, coordinated by a champion(person with the best knowledge of that particulartechnique). The purpose of these teams is to applycomprehend the embedded concepts, the putting in

practice methods and to keep the pace with thelatest novelties in the area. The members of theteam have the task to permanently propose newelements in the implementation process concerninga particular technique, information deployment andcoordination of specific projects.

12. Periodical assessment. Consolidation of anew way of working requires continuousmonitoring and periodical assessment. Evaluationforms can be used from the very start of theprogramme, and at least two times per year.

Figura 2. Prezentare grafica sistemului de producieFigure 2. Visual chart for production system

3.2. Principalele rezultate i problemePrincipalele rezultate. Dup14 luni de aplicare,

compania a nregistrat economii de aprox. 500.000EUR din proiectele de optimizare. n toate zoneleproductive s-au derulat proiecte 5S (reorganizare ieliminare a activitilor frvaloare adugat), toioperatorii fiind instruii n ceea ce priveteconceptele de 5S i eliminarea a pierderilor. A fostinstruit 75% din personalul managerial i tehnicprivind tehnicile WCM. Au fost demarate 12proiecte interdepartamentale din care, 6 au fostfinalizate, fiind implicate peste 50 de persoanediferite. S-a mbuntit lucrul n echip i au fostdezvoltai lideri de proiect. A fost organizat oceremonie de prezentare a proiectelor finalizate iar

ntre cele dou companii cu producie similar dincadrul grupului s-a instituit un proces sistematic deschimb de informaii i know-how.

Principalele probleme ntmpinate. Sunt douaspecte care trebuie subliniate i care sunt n strns

3.2. Main results and main issuesMain results. After 14 months of practice, the

company made 500,000 Euros worth savings due tothese optimisation projects. In all productive areas5S projects were implemented (reorganizing andwaste elimination), all operators having beentrained in what 5S and MUDA concepts areconcerned. 75% of the management and technicalpersonnel were trained with regard to WCMtechniques. 12 inter-departmental projects wereorganized, 6 of them being finalized at present, inwhich 50 different people took place. Team workwas consolidated and project leaders have beendeveloped. A special event was organized allowingthe presentation of the finalized projects andbetween the two plants with similar activity withinthe group a well structured flow of informationand know how was put in place.

Main issues. There are two aspects that should bepinpointed and which are in close connection with


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legtur cu schimbarea culturii organizaionale. nanumite departamente activitatea de lucru peproiecte de optimizare a suferit ntrzieri datoritactivitilor curente (specifice managementuluipompieristic). Fr o monitorizare constant din

partea managementului de vrf, activitatea ar fieuat.Un alt aspect se refer la consolidarea

schimbrilor iniiate. Dei s-au emis standarde caredescriu noile practici de lucru i personalul a fostinstruit, existpericolul ca, frun control adecvat,sse revinla practicile anterioare.

Ca urmare, eforturile managementuluicompaniei au migrat ctre identificarea unormijloace de responsabilizare a angajailor i demonitorizare a noilor practici de lucru, pentru ca

acestea sdevinstabile i robuste.

changing the organizational culture. In somedepartments, there were delays in what the activitiesrelated to optimisation projects were concerned delays caused by the daily activities (characteristicspecific to fire-fighting management). Without

constant monitoring from management, the activitywould have been a complete failure.Another point refers to consolidating of initiated

change. Even though new standards were issued andimplemented describing the new work practices andall personnel was trained, there is a constant dangerthat, without the necessary control, old models beput in practice.

As a consequence, all companys efforts werefocused on identifying methods of engagingemployees in these new practices and monitoringthe evolution of the process, so that it can grow into

a stable, robust one.

4. ConcluziiImplementarea sistemele de producie moderne

a devenit o necesitate datoritcompetiiei globale iare ca scop un mai bun rspuns la cerineleclienilor, mbuntirea calitii, scderea timpilorde livrare i a costurilor organizaiei. n definireapropriului sistem, fiecare companie va puneaccentul pe ceea ce consider important: scdereacosturilor, eliminarea pierderilor, a variaiilor,adaptarea rapidla cerinele externe etc.

n implementare, se pot utiliza sisteme deproducie consacrate, ns acestea trebuie adaptatela condiiile locale. Instruirea teoretic trebuieurmat imediat de aplicaia practic. Cea mai greaprovocare o reprezint implicarea real amanagementului firmei i asigurarea sustenabilitiiiniiativelor de schimbare.

4. ConclusionsThe implementation of the modern systems of

production has become a paramount necessity dueto global competition and has as main goal a betterreaction to customer requests, improving quality,decrease in delivery lead times and company costs.By defining its own system, each company willfocus on its own key terms: decrease of costs, lossesreduction and elimination, of variations, flexibilityto external requests.

Within the process of implementation,acknowledged models of production can beemployed, but these models have to be fit within theframe of local conditions. All theoretical trainingshould be endorsed by pragmatic activities. Thebiggest challenge is having a full involvement of thecompanys management and the permanentendorsement of all initiatives looking positivelyonto change.

Acknowledgements

This paper is supported by the Sectorial Operational Program Human Resources Development (SOPHRD), financed from the European Social Fund and by the Romanian Government under the contractnumber POSDRU ID 59321

References1. *** (2001)Lean Manufacturing Site Focused lean deployment, Ford Lean Resources Centre2. *** (2005)Autoliv Production System, Autoliv Inc.3. Wight, O. (2003) Agile Lean Sigma is right for you ... but when? Available from: http://www.oliver

wightasiapacific.com/enGB/library-events/white-papers/m/product/view/8, Accessed: 12.11.114. Zak, A., Waddell, B. (2010) Simple Excellence: Organizing and Aligning the Management Team in a Lean Transformation, Lean

Productivity Network, ISBN: 97814398384575. Wilson, L. (2009)How to implement Lean Manufacturing, McGrow-Hill Companies, USA

Lucrare primitn februarie 2012 Received in February 2012

Metoda de Implementare a Sistemului de Costuri Ale Calitatii

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