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Continuous Improvement Meeting April 23-24, 2007 – Litchfield, MI Metaldyne Korea

POWERTRAIN GROUP. Continuous Improvement Meeting April 23-24, 2007 – Litchfield, MI Metaldyne Korea. Safety Performance. Lean Assessment. [Note: double-click on this chart to open data entry window; enter current and February 2006 summary data from Lean Assessment file]. Define the Problem

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Continuous Improvement Meeting April 23-24, 2007 – Litchfield, MI Metaldyne Korea

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  1. POWERTRAIN GROUP Continuous Improvement Meeting April 23-24, 2007 – Litchfield, MI Metaldyne Korea

  2. Safety Performance

  3. Lean Assessment • [Note: double-click on this chart to open data entry window; enter current and February 2006 summary data from Lean Assessment file]

  4. Define the Problem Inventory Turn Finding Root Cause of Overstock Team Training/ Seminar, Visual Factory, etc “Inventory Status” & “Shipping Plan Sheet” Define Measurement Analysis Improvement Control Lean Assessment Discussion-Reduce inventory 1. Define (Problem) 1) MKL had too much stock. (President’s Request: 25% Reduction) 2) MKL Procurement & Logistics Team lacked of Knowledge/ Skill for Inventory Control.

  5. Lean Assessment Discussion-Reduce inventory 2. Measurement • Average Inventory Turn of Component : 19.5 turns • Average Inventory Turns of All Stock : 9.2 turns 3. Analysis • Procurement & Logistics Team are lack of Back Ground Knowledge for Inventory Control. • Inventory was controlled by Experience and Vague Forecast, not by Scientific Method (IE Approach). • Inventory was controlled by Push System (MRP), not by Pull System (JIT/ Toyota System). • Inventory was not controlled by Priority (ABC/ PQ Analysis Data). • Proper Visual Factory for Inventory Control was not in place.

  6. A Group B Group C Group Lean Assessment Discussion-Reduce inventory 4. Improvement 1) Team achieved Scientific Management Skill through Education/ Training and Team Seminar. -. ABC (or PQ) Analysis -. Ordering System Fixed-Period Sys, Fixed-Q’ty Sys, Two-Bin Sys, Safety Stock, etc. -. Visual Factory 2) Apply the Knowledge to Reality. -. ABC Analysis (by Jeremy) A Group: Components from US Supplier -. Ordering System A Group: Fixed-Period, B Group: Fixed-Q’ty, C Group: Two-Bin -. Visual Factory (by YongBae Lee)

  7. Lean Assessment Discussion-Reduce inventory 5. Control-Result 1) Inventory Turn: From 9.2 Turns to 17.9 Turns (World Class: Over 10 Turns Ex: GM 10 Turns) Target for 2006 is Over 15 turns. (10 turns Inc. parts on the ship) 2) Reduction Amount 708 MKW with Qt’y of 21,186 BSMs in Jan. 2006 ; means 1,001MKW with Qt’y of 30,000 BSMs. ; amount to saving 4,167,000 KW per month (if 5% Bank interest is considered) AVG. 9.2

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