Vice-president Manufacturing Divison

Dnes kvalita, zítra úspěch - Quality today success tomorrow. Jiří Černý Vice-president Manufacturing Divison

TPCA Profile Location: Kolin, Czech Republic SOP: 2005.03 Models: Toyota Aygo, Peugeot 107, Citroen C1 Employees: approx. 3000 Investment: 650M Euro Cumulative production 500.000 vehicles as from the SOP

Key issue to Get success How to achieve the ultimate target: No compromise in quality Czech Limited experience Japanese TMC new staff French Peugeot Citroen 3 difference of Culture,Thinking,Language How does all of us proceed towards same targets with same understanding?

Get success - basic principles. problem sharing simple equipment slim slim simple processes lean slim lean personnel development, skills and and communication Through visualization and quick response to the process Develop new production management tool and use it in direct line management.

従来 A0トランスファーライン 改善後 A 0 タンデムプレス ( 4) 設備稼働時間 ロボット 型交換 初品品質各作業の標準時間の設定 チェックパレット 材料 準備設備不具合 従来 超音波 + カシメによる簡易仮付 ( 立上り時 ) 作業の標準化 プレス機可動時間 拡大活動 : 計画オーバーのみ修正 計画 オーバー A B C D E F G H I トランスファー搬送 ロボット搬送 ( 4) プレス加工 余剰能力 4 3 2 1 GSPH 型交換 時間 生産計画停止枚数 ロボット積込み 積込み工程の手積み化 検査 積込み 1 2 4 0 0 3 8 4 実績 300 5 0SEC 3 4 03 10 今回 : 平準化を行いライン全体のサイクル短縮を実施 平準化 ロ J K L M N O P A B C D E F G H ボット 異常停止 計画停止 遅れ サイクル短縮 可動中 I J K L M NO P 従来 搬送機 + リフター リフターで下降 PAINT 設備モニタリング 遅れ室内作業 モーター 8 個 今回 リフターレス バーチカル搬送で下降 駆動源 : 駆動源 : メニュー画面 遅れ室内作業 SHOP 遅れ室内作業 作業遅れをバックアップできる工程がない トライプレスによるバックアップ 将棋倒し 塗装情報データベース 異常履歴 室内作業 全体監視画面 設備状態表示 職制が室内作業の遅れ挽回 エンコパ 作業 バックアップ工程を確保 遅れ 室内作業 モーター 4 個 3 D デジタルによる検討 Get success action plan. Get Success Equipment Operation Availability 1 A non-stopping equipment / system building-up - an all-out pursuance of simple, slim, lean P P トランスファからタンデムプレスへ変更 MT TR の大幅向上 ライン稼動状態の視解化 ( ロット生産からの脱皮 ) 今回のあんどん A リフターからバーチカル搬送へ変更 2 Instant detection of machine stops - ANDON that allows instant problem identification T T < 従来 > 稼動モニタの設置 塗装工程の見える化 < 今回 > 3 A system that can catch up with time lags caused by machine stops Strive For No. 1 Plant In Europe! Line Operation Availability : Utilization of EMC to conduct a long term training for know-how processes (1000person/month) 2 Process that makes team members aware of their delay 3 Utilization of digitalized data that is easy to understand and judge - a control system that shows managers what to do W デジタルファクトリの徹底活用 W 管理者 TOOL W 品質 工程コミュニケーション管理 A リアルタイムでの品質モニター化 管理者 TOOL Quality Today, Success Tomorrow! Quality: 1 Quality CPP (KANKETSU) building initial stage - Quality Gate System final stage- Jikotei Kanketsu (Built in Quality) W I. Education & training plans II. New Andon & Visualisation W 増打ロボットサイクルの平準化 A 将棋倒し工程編成の排除 ( 応援を考慮した工程編成 ) 計画 高い工程密度 (1.6) 今回の工程編成 III. タクト 計画タクト 4 A system that allows back-ups W 仮付 吊上げまでバックアップ P ライン仕様統一によるバックアップ Logistics Rectify & Visualize A 物流の徹底的な整流化 見える化 A デジタル物流検討 Quality system development

Get success action plan. II. problem sharing New Andon & Visualisation Through visualization and quick response to the process

New Andon & Visualization Example 1 Quality check at stamping Before TPCA Using hard copy. Difficult to read & understand Suspicious revision Hidden Using E working instructions Visual Easy maintenance Always visible Quick feed back in case of change

New Andon & Visualization Example 2 Digital Quality analysis Before TPCA Checking fixture. Slow Not accurate Many data Difficult to evaluate On line scanning device. Real time follow up Visual Reduced time for training

New Andon & Visualization Example 3 Visualization of off-line vehicles status and actual quality level. Before TPCA Difficult to grasp the off-line vehicles condition Visualized status of offline vehicles and quality. Delay in deciding on the next action!

New Andon & Visualization Example 4 Visualization of off-line vehicles status and actual quality level. Before TPCA Difficult to grasp the off-line vehicles condition Visualized status of off-line vehicles in welding shop. Delay in deciding on the next action!

Get success action plan. II. Education & Training plans personnel development, skills and and communication Through visualization and quick response to the process

Education & Training plans Production Preparation. employment 1 week 1~2 months 1 month 12 months 1 TPCA induction training 2 Training in European Toyota plants 3 Training in TMC 4 Training in TPCA go to line

Education & Training plans Production Preparation. 2 Training in European Toyota plants TMMF Getting skills through real on-line operations (1~6 months) of processes where experience is needed (repair, sensory check) job element sheet training No 1 2 3 4 5 6 Y0002829 - J ob E lem ent S heet 311-19 - Vzít Zasunout Seřídit Odstranit 1/1 Co provádím (sloveso) Usadit 005 Typ vozidl 270W Předmět Co a jak Vyjmout dvě svorky hadice topení Usadit svorky na hadici topení Název oprace 384F Připevnění výpustní hadice topení Držet hadici topení v pravé ruce značením nahoru Část svorky určenou k vyjmutí upravím podle značky Pravou rukou držím kleště na drát a odstranim kolík na svorku hadice v poradi 1~2 Zajištění kvality, výrobní know- how Nevyndavám více, než je nutné, neupustím na zem Abych nepřepadl dopředu, rozkročím se na šíři ramen, stabilizuji svou pozici Přesvědčím se pohledem, zda je zasunuta až k zarážce. Přidržím prstem, aby nupadla na zem Netahám ze všech sil. Hrozí nebezpečí, že se udeřím. Důležité položky Poč et dí lů 2 1 1 1 1 TT 2.8 Skut ečný čas 2.8 1.0 1.0 3.0 1.0 1.0 3.0 1.0 1.0 Místo ú konu LF 8.8 Číslo tabulky QC procesu Směrnice, plánované hodnoty ~ Takt time (TT) Skuteč ný čas 8.8 Stanovená práce Jigu a nářadí (včetně ná stavců) TMUK O K TMMT Body ochrany proti onemocnění z povolání Funkce nebo předpokládané defekty Manažerngineerin V případě nedostatečného zasunutí hadice topení hadice vypadáv z otvoru vytéká LLC a motor se přehřívá No Záznam Datum 0 / / 1 / / 2 / / CL GL CL GL

Education & Training plans Production Preparation. 3 Training in TMC Through line management training, TPS theory and practice have studied the significance of their job master processes of their responsibility Records of overseas training Training plant UK France Turkey Japan Content Maintenance, Basic skills, STD work Logistics, Inspection, STD work Inspection, STD work Management, TPS skills, STD work Headcount 52 541 139 98

Education & Training plans mass production stage. 1 week 2 weeks 2 ~ 4 weeks 1~2 months 1 2 3 4 5 employment TPCA induction training Basic skills training Off line training go to line On line training Multi skill training

Education & Training plans mass production stage. ② Basic skills training Focus on quality related knowledge and theory TPS training How to do with the respect of safety and ergonomic ③ Off line training Quality on process Explanation of safety vital points

Education & Training plans mass production stage. ④4 On line training Focus on keeping quality standards within the pace Strong support by team leader Performance appraisal before release 5 Multi skill training Flexible workforce Ensure common understanding of basic rules Helps with ergonomics issues Absenteeism management Teamwork enhancement

Get success action plan. III. problem sharing Quality system development personnel development, skills and and communication Through visualization and quick response to the process

Quality system development ramp up stage. 8000 7000 6000 5000 4000 3000 2000 1000 0 [Unit/wk] 2480 2676 2500 2160 1946 1720 1775 1601 TT:60s 1690 1360 1441 14391511 1470 1203 1040 638 816 797 388 375 39 25 28 111 237 Actual 4,5 1 team 4days/wk 2 teams 4days/wk 3 teams 6days/wk Gasoline M/T 5/2 Plan MMT 5/23 Diesel 2nd Shift 3008 3592 3639 3350 2520 3 teams 3959 4010 3840 2/28 6/27 10/2 3320 4254 4790 4340 5970 6000 5655 5400 4701 5365 Peak! 1046 units/day DPV Status from start of SOP B0 6319 6383 6321 63106384 6400 6367 6349 6288 6272 6276 6276 62766276 6276 6276 6276 1/5 Pull ahead Original Peak 3/10 DPV by Month Target 100% check out Fine tuning of quality standards Job done mainly by external trainers Production preparation confirmation Very limited period 4,0 3,5 3,0 2,5 2,0 1,5 1,0 0,5 100% Quality Control Plan 0,0 3/05 4/05 5/05 6/05 7/05 8/05 9/05 10/05 11/05 12/05 01/06 02/06 03/06 04/06 05/06 06/06 07/06 08/06 09/06 10/06 11/06 12/06 01/07 02/07

Quality system development production preparation stage. Detailed control plan for key function and quality aspects supervised and controlled by expatriates with close co-operation with TMC and PSA Milestones Trial Schedule Jul. Stamping 29 1A Kick-off Aug. Sep. 2004 Director DR#1 Oct. Nov. Dec. Jan. W40 W43 W49 W2 W8 1A Summary Director 2A Summary Final Review 2P KP DR#2 Welding Soukaku 2W ECI Paint 1T 2T ECI Assembly Evaluation Supplier 1A ECI Internal Training Off-line 2A ECI ECI Cut-off Internal Training ECI Cut-off 1A-ECI Prod. 2A Prod. 2A-ECI Prod. Internal Training Final tuning Internal Training Internal Training Internal Training CF/AxW CF/AxW CF/AxW CF/AxW 2.5A Pkg confirmation TL + 2P High Volume Trial Separate Eval. Quality GP 2005 Feb. *Close Mar. suppliers follow-up QCS QCS *Feed back to training process *Feed back to control plans *Parts accuracy confirmation SOP *Ergonomics KPI confirmation QCS SOP 3/5door Petrol *Fitting status *Machine C/T confirmation * 1A + ECI (Paint,Assembly and QC) "Confirm first complete vehicles with TPCA technology and C/Ms from JA" 2W / 2A + ECI (All processes) "Perform high volume trial with planned takt-time and final C/Ms" Final stage [after 2A to SOP] "Follow up Supplier SOP and confirm TPCA process readiness"

Quality system development ramp up stage. 8000 7000 6000 5000 4000 3000 2000 1000 0 [Unit/wk] 1 team 4days/wk 2 teams 4days/wk 3 teams 6days/wk Gasoline M/T 5/2 Plan MMT 5/23 Diesel 2nd Shift 2480 2676 2500 2160 1946 1720 1775 1601 TT:60s 1690 1360 1441 14391511 1470 1203 1040 638 816 797 388 375 39 25 28 111 237 Actual 3008 3592 3639 3350 2520 3 teams 3959 4010 3840 2/28 6/27 10/2 3320 4254 4790 4340 5970 6000 5655 5400 4701 5365 Peak! 1046 units/day 6319 6383 6321 63106384 6400 6367 6349 6288 6272 6276 6276 62766276 6276 6276 6276 1/5 Pull ahead Original Peak 3/10 Very demanding period Risk of flow out Same character of failures Need for quick reaction Need for fast info sharing Not experienced workforce 4,5 4,0 3,5 3,0 2,5 DPV Status from start of SOP B0 DPV by Month Target 2,0 1,5 1,0 0,5 Quality Gate 0,0 3/05 4/05 5/05 6/05 7/05 8/05 9/05 10/05 11/05 12/05 01/06 02/06 03/06 04/06 05/06 06/06 07/06 08/06 09/06 10/06 11/06 12/06 01/07 02/07

Quality system development Q gate. Precise working instruction focus on critical and (or) frequent defects Working instruction is updated based on actual quality result Fast feed back to the line management esp. TL and GL Meetings on shift base to evaluate quality status and gp for C/M s

Quality system development stabile production. 8000 7000 6000 5000 4000 3000 2000 1000 0 [Unit/wk] 2480 2676 2500 2160 1946 1720 1775 1601 TT:60s 1690 1360 1441 14391511 1470 1203 1040 638 816 797 388 375 39 25 28 111 237 Actual 4,5 1 team 4days/wk 2 teams 4days/wk 3 teams 6days/wk Gasoline M/T 5/2 Plan MMT 5/23 Diesel 2nd Shift 3008 3592 3639 3350 2520 3 teams 3959 4010 3840 2/28 6/27 10/2 3320 4254 4790 4340 5970 6000 5655 5400 4701 5365 Peak! 1046 units/day DPV Status from start of SOP B0 6319 6383 6321 63106384 6400 6367 6349 6288 6272 6276 6276 62766276 6276 6276 6276 1/5 Pull ahead Original Peak 3/10 DPV by Month Target Stabile production volume Time to work on Kaizen Few defect different origin => Q gate is not efficient anymore Request for systematic work and PDCA Main focus on operators and equipment capability 4,0 3,5 3,0 2,5 2,0 1,5 1,0 0,5 0,0 3/05 4/05 5/05 6/05 7/05 8/05 9/05 10/05 11/05 12/05 01/06 02/06 03/06 04/06 05/06 06/06 07/06 08/06 09/06 10/06 11/06 12/06 01/07 02/07 Jikotei Kanketsu Built in Quality

Quality system development stabile production. How to increase quality assurance by the process? Implement Q gate as part of standard process, skills level up, long term focus on process capability and procedure continuous improvement. PDCA 4M 2,5 2 1,5 In line Inspection DPV Turget Result Body Paint 5% 11% Other 1% 1 0,5 0 0,2 0,15 0,01 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 2006 QC 30% Assy 53%

Quality system development stabile production. PDCA 4M 1 Set themes and targets 2 Select a model process 3 Select tasks and implement measures 4 Make yokoten to related processes 1 Man (multiskill training, evaluation) 2 Machine ( intelligent tool ) 3 Material (specification, traceability) 4 Method (ergonomics, JES audit) 5 Expand themes for activities 5 4 3 2 1 0 Monthly yard check items Desig n 17% Suppli er 25% By Responsible TPCA 58% Other 29% Tightening Problem 71% 2005/03 2005/04 2005/05 2005/06 2005/07 2005/08 2005/09 2005/10 2005/11 2005/12 2006/01 2006/02 2006/03 2006/04 2006/05 2006/06 Item 1 For tightening problems more kaizen activities are neccessary Responsibility: Assembly

Summary of TPCA performance. Achieved all targets in Quantity/Efficiency/Quality Area Quality Efficiency Quantity Results Proceeding above targets Defects/unit better than the target Proceeding above targets More than 90% availability in all areas Production progress on schedule Eval.

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