Talking, changing mindsets, implementing the plan
In the turbine production in São Paulo the production of individual components can sometimes take several months. Yet the individual steps involved are measured in seconds sometimes. Luiz Rossi explains: “If there is a step that takes 30 seconds for example, then we do not necessarily want to reduce this time, but instead speed things up by investing this time only on high-quality work on the product and not on transporting material from A to B or looking for tools.”
Operations excellence is not a stand-alone savings program. Rather, it frees up valuable time in the various processes. The workers in the factory often have a very clear idea of how that works, as Luiz Rossi found out when he started the streamlining process in São Paulo. “Swapping notes with everyone involved in production is a key principle and the first step of our analysis.”
This is how a shift in mindset begins. Implementation is then a matter of setting quantitative goals for the ideas and plans. “We shouldn’t remain vague when we seek change,” says Jürgen Lochner. After carefully talking over the issues, work starts on the calculations.
With regard to the generator parts, for example, the time and motion studies of processing, storage and logistics delivered specific goals for a change in the mindset during production. Other details are also critically important: A change in the workflows of maintenance and programming improved machine operating hours by 50 percent. Stocks of materials at the machine were cut back, the workforce became more motivated and all of this will soon become noticeable to customers, for they will take delivery of their turbines even faster in future.