Aluminium Metal Production System (AMBS) Our platform for operations and improvements

Transkript

1 1 ÅRDAL

2 Aluminium Metal Production System (AMBS) Our platform for operations and improvements AMBS is our common cultural platform for operation and improvements. AMBS will improve our competitiveness and support our growth strategy. Our results are created by our employees. The competence, motivation and performance of the individuals are our most important resource, and this resource has to be given attention accordingly. Executive Vice President Hydro Aluminium, Primary Metal Hilde M. Aasheim

3 What do you do when all low hanging fruits are gone? (3)

4 Low hanging fruits taken the road ahead? From Lean introduction in Årdal has achieved 197 USD/mt/year in cost improvements But our challenges now require a different approach Quality in our AMBS work Sustainable improvement work Clear and changed philosophy Link the tools to philosophy Continuous improvement culture

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6 Build your concept for excellence in right sequence Productivity - Cost On time delivery Quality Process Control, Reliable Equipment HES Housekeeping The Past?

7 Lean - Waste definition- 7 wastes. When thinking about waste, it is useful to define the three different types of activity within your organization: Value adding activity: those activities that in the eyes of the final customer, make a product or service more valuable. Non-value adding activity: those activities that, in the eyes of the final customer, do not make a product or service more valuable and are not necessary even under present conditions. Necessary non-value adding activity: those activities that, in the eyes of the final customer, do not make a product or service more valuable but are necessary unless the existing supply process is radically changed.

8 World-class production requires stability - SPC is the tool. Variations our biggest enemy in all manufacturing Precision culture, organization capable of step changes Approximation, instability and fire fighting Predictability and stability Human variation is the biggest cause to unstability and has no cost to fix, just leadership AMBS

9 A process in control is not a normal condition. It's a great achievement.

10 Six Sigma (Define Measure Analyze - Implement - Control) On goal with minimum of variations SPC is a tool for continuous improvement, not a tool for measure SPC is the voice of the process, not the voice of the customer SPC is telling us how predictable we are SPC is a tool for reducing variation SPC is helping us to separate noise from signal SPC/Pareto is helping us to prioritize and input to the improvement groups CPK as a tool PDCA as a tool

11 Value The Control Chart A point outside control limit Eight subsequent point at same side of average Control Limits: The natural process variation (± 3SD, 99.7% between limits) Upper Control Limit (UCL) Recalculation of limits 22 Process in control New UCL Average 20 New LCL 18 Three out of four points closer to control line than average Lower Control Limit (LCL) 16 Time

12 Identify your Losses Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 (12)

13 CRITICAL PROCESS GROUP RODDING Principle 4 PROCESS CHANGE

14 Total stopptid Sag Alle uplanlagte vedlikeholdsstopp

15 Massefabrikk Forbedringer prosess knuseverket

16 % Roddingen 35 Støypelinje SPC - % Stanstid pr. veke, teknisk Def låsarm montering M7-111, def rull og lagerhus Veke 2017

17 1. CO2 CO 2 2. Netto anodeforbruk 2. Anodeeffektminutter 4. Prosesstyring 3. Anodeeffektfrekvens 4. Operatør 4. Prosesstyring 3. Anodeeffektlengde 4. Operatør Veke skift 1 skift 2 skift 3 skift 4 skift AEM 5. Oksidhaug/ tette matehull 5. Mer aggressiv anodeeffekttaking Minimere tid for manuelle anodeeffekter 5. Parametersetting 5. Badnivå 5. Defekt spett/ skuff (17)

18 CO2/ tonn Al CO 2 -utslipp Å1/Å2 CO 2 ukenivå 2,20 2,10 Strømutfall 2,00 1,90 1,80 1,70 1,60 1,50 1,40 Week 1,92 mt CO 2 per mt Al i 2014 (18)

19 A3 Fluorutslipp Å2 Visualisering av kontinuerlig målinger (19)

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22 TYA CASTHOUSE BRIGHT FINISH AUTOMOTIVE BUILDING (22)

23 Vrak [%] Støpevrak [%] Metodikk OEE Vrak Tid Kapasitet Stopptidsregistrering: Ovn Støp Sag Ovnsutnyttelse Syklustid Nivå Vrak totalt ,08% Nivå Støpevrak per legering xxx 5xxx 3xxx 1xxx 8xxx (23)

24 Støpevrak [%] Støpevrak [%] Støpevrak [%] Metodikk Nivå 3 Støpevraktype 6xxx legering 2014 Nivå 4 Legeringstype Temperaturrelatert vrak Nivå Støpevrak per Form - 6xxx x deler 532 x deler 528 x deler (24)

25 % % Kontinuerlig forbedring - Temperaturstyring Black box analysis: Controllables Equipment capability Hit Rate - Start Støyp Ovn SOP s Compliance Brenner regulerer ikke i auto-mode Dårlig brenner pådrag Input Competence Output Liquid metal Casting capability 0 Alloy composition Recipe Equipment condition Casting Process Indicators Filling time Casting scrap Quality Cycle time Nivå Week Hit rate Casting Start Center 9 - Furnace 48 Hit rate furnace temperature 60 Hit rate casting temperature Bleed out frequency Shift (25)

26 Støpevrak [%] Støpevrak [%] Resultat Nivå Støpevrak per legering Nivå 3 6xxx 5xxx 3xxx 1xxx 8xxx Støpevraktype 6xxx legering (26)

27 Resultat Kontinuerlig forbedringsarbeid er vår nøkkel til å lykkes med produktstrategien! 6XXX monthly volume mt Res Gj snitt ØKG NKG Casting scrap Casting scrap 100,0 % 90,0 % 80,0 % 70,0 % 60,0 % 50,0 % 40,0 % 30,0 % 20,0 % 10,0 % 0,0 % (27)

28 Oppstartmøtetavler og skjermer Gjennomgang av Handlingsansvarlig OPVH Ovn Støp Sag Driftsstøtte Man Tir Ons Tor Fre Lør Søn Trend SPC OEE Ovn Støp Sag Man Tir Ons Tor Fre Lør Søn Trend SPC Ovn hit rate syklus Støp hit rate temp Man Tir Ons Tor Fre Lør Søn Trend SPC Produksjon Vrak Man Tir Ons Tor Fre Lør Søn Trend SPC Siste skade Synergier Siste C/C Skjerm Kvalitetsmodul APICS 1 til daglig oppfølging som vist over (Ansvar Handlingsansvarlig) 1 egen til å vise trender på viktigste indikatorer (Ansvar Prosesseier)

29 KPI Tavle på møterom Oppfølging hver måned Pull: Gjennomgang fra høyre mot venstre av hver prosesseier. Begynner med enhets KPI ene. Kommentar kun på endringer grønn->rød eller rød->grønn. Stående møte. Råvare Prosess VH Ovn Støp Sag M/B Kvalitet PDCA PDCA PDCA PDCA PDCA

30 Liquid metal production in Årdal Ton Al/y Est.2015

31 Strømutbytte - Kompetanseheving kurs - Avviksoppfølging SOP - Masse- og varmebalanse PI - Driftsrutiner SOP/SOPWOC - Anodekvalitet WOC/ute på fabrikkgulvet (31)

32 Primary Metal, leveraging AMBS to accelerate performance - Focus on leading indicators and SPC, example from Årdal line 1 From lagging to leading performance indicators Visualization and operator engagement Optimize process to reduce variation Training and competence building (32)

33 SMED forbedring redusert utkoblingstid 7 døgn per celle utgjør ca 500 tonn i økt volum YTD 5S Flaskehalsanalyse Kontinuerlig flyt Antall utedøgn pr år ÅI ÅIIC (33)

34 SOP-WOC (34)

35 Problem solving hierarchy Safety environmental quality process logistics - maintenance Red HRI Tripod analyses Reactive Yellow Root course analyses 5x why Proactive Concerns Green Engagement, everyone to care Fix on skift 24 hr meeting Synergi; reported cases YTD

36 Continuous improvement work - PDCA Facts & Figures Plan Red yellow SPC/signals incidents Breakdown of losses Process indicators Plan 5 x Why Do SPC/Pareto Plan Short term actions Long term actions Preventive actions Do A3 Plan Check Act Update FMEA, SOP, ROS,competence Act Cross functional improvement groups Do Check

37 Meeting structure is the hub in our Kaizen Meeting the Strategy- BP Goal kpi status Corrective actions Monthlymeeting KPI, actionplan PDCA Result- deviations Corrective action Goal-improvement Prioritize Weekly meeting SPC pareto synergi PDCA Result- deviations Corrective actions Goal- last 8hr next 24hr Morning meeting Leading indicators, synergi Action board fix it Result- deviations Start meeting

38 Kaizen - SOP Forbedrings grupper (38)

39 5S: Sette standarden på arbeidsplassen Sikre Sortere System Hvorfor? Orden og renhold Økt trivsel -og sikkerhet Riktig kvalitet til kunde Mindre sløsing (OEE), lavere kost og økt fortjeneste Omdømmebygging Standard Skinne Hva er gjort? Etablert SOP med tilhørende system for implementering, oppfølging og sertifisering Egen 5S plan pr. enhet KPIèr på fabrikknivå, enhet og område. Veien videre Sertifisering og oppfølging Sertifisering pr. rom, område, KJT etc. Audit Område. 1g/mnd Enhet i sine respektive områder. 4g/År Fabrikkledelse. 1g/År/Enhet Oppfølging av KPIèr pr. mnd. Hele AAM sertifisert innen (39)

40 Operator Maintenance Keep the standard Brennovn Operator Maintenance Mapped out all systems in the plant Established equal standard at the plant Sustain (40)

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42 Kompetanseutvikling er vesentlig i vårt kontinuerlige forbedringsarbeid! Enhetens og den enkeltes mål for kompetanseutvikling. Synliggjøre kompetanse og kapasitet innenfor kompetanseområdene. Kompetansekrav for alle stillinger Registrert teoretisk og praktisk kompetanse Gap mellom reell kompetanse og krav til stilling Grunnlag for opplæring Alle enheter fører KPI for kompetanseutvikling: Todelt 1. «Handlingsplan kompetanseutvikling Enhet» 2. «Gjennomført opplæring ihht. plan for kompetanseutvikling» (42)

43 Årdal Plant Mission - Vision We will create a foundation to secure profitable business and future investment by producing high quality casted products and anodes meeting stakeholder expectations. Our competitive position will be improved through operational excellence. AMBS is our philosophy and tool to achieve it. We will continue to develop a HSSE and quality culture to prevent unwanted incidents. We will live by Hydro values, Code of Conduct and avoid CSR incidents. Responsible Responsible Olaf Wigstøl Egil Fredriksen

44 Årdal Plant strategic goals Safety: 0 TRI accidents Reduce sick leave to 5% by managing people and WERA Predictability and stability in all processes to be in continues improvement - Six Sigma, Lean and protect the bottleneck. Identify leading indicators in all processes. Cost control Precision culture Competence development Organization development Improve engagement Utilize our capacity in both cast houses Increase customer focus by using automotive principles and ISO /TS World class Cast House Change customer mix Higher margin products Implement AFM Automotive standard Increase electrolysis volume Spin-off solutions New cathode solution Anodes from 1610/1650 to 1700 Increase amperage Follow our roadmap T Main supplier of anodes to GFOS Reduce variation Implement BAP Create a robust anode, follow our road map Prepare for Carbon Reduce waste to landfill CO 2 emission anode effect dust emission fluoride emission energy consumption anode consumption Increase pot lifetime Eliminate fiberfrax Implement new technology to reduce PAH to sea Implement AMBS environmental Ensure buildings and grounds have Hydro standard Be compliant

45 AMBS Forbedringspris - Årdal Forbedringspris AMBS forbetringspris blir utdelt til einingar/områder/team som demonstrerer godt forbetringsarbeid Prisen dekker forbetringar innan fleire kategoriar (HMS, prosess, kvalitet, kost, 5S osv.) Prisen vert utdelt pr. månad, kvartal og år Einheit/område nominerer gode forbetringar AMBS leiar og Fabrikksjef innstiller, leiargruppa ved AAM godkjenner endelige vinnerar (45)

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