Clay Paky is a company based in Seriate (Bergamo) which assembles products belonging to the sector of professional lighting system, such as moving body and moving mirror projectors. Clay Paky has a wide range of products, which are assembled with a complex and manual assembling process. In August 2020, the company started a Lean Transformation of the production processes, shifting from a push logic, according to which products are stored in the warehouse waiting to be ordered, to a pull logic, where production is pulled by customers’ orders. The transformation affected both areas of the company plant: the assembly department, where pre-assembly pieces and other components are put together to form the final product, and the pre-assembly department, where pre-assembly pieces are composed. The Polimi team arrived in Clay Paky for the first time in March 2021 and it was responsible to develop a project about completely redesign the pre-assembly department and link it to the assembly line through a Kanban system. The great results achieved during the first project brought Clay Paky and Polimi to extend their collaboration with another project which is divided in two parts: one is about extending the pull logic one step upstream along the supply chain, creating a Kanban system between the company and a chosen pilot supplier called O.M.tech. The second part is related to insert in the system designed in the first project a new projector that the company is about to put in production starting from January 2022. Regarding the first part of the project, the problems figured out during the first visit in the company have been that the supply process does not follow the same pull logic of the assembly department and pre-assembly department, moreover it is not coupled with the supermarket. During the execution of the project, the team followed the framework of the A3 proposal method, given the clear guidelines provided by the company regarding the logic to be implemented, and given the lack of a proper AS IS configuration since the proposal made by the team can be considered a complete change of philosophy and not a continuous improvement project. In the next step, the team started collecting data about the current situation in the company, to be able to better depict the problem: first analysing the component supplied by O.M.tech, their value and their consumption secondly understanding how the internal and external supply process were structured in current condition at Clay Paky. Following the A3 proposal general model, the team designed a proposal to restructure both the internal and external supply process, creating a physical Kanban system together with a digital one, integrated with the supplier, that allows to monitor the consumption of the codes in real time. Another important step in developing the proposal was the visit to the supplier were terms and agreement were negotiated. Improvements can be stated mainly by three aspects: the elimination of non-value-added activities in the off load of the components, the increase of delivery frequency and consequently the decrease of delivery time and the partial elimination of the scheduling upstream. The team also developed specific KPI to measure quantitively the improvement in terms of reduction of non-value-added activities (-34%) and increase of Stock turnover rate from 1,4 to 1,9.
Clay Paky è un'azienda di Seriate (Bergamo) che assembla prodotti appartenenti al settore dei sistemi di illuminazione professionale, come proiettori a corpo mobile e a specchio mobile. Clay Paky ha un'ampia gamma di prodotti, che vengono assemblati con un processo di montaggio complesso e manuale. Nell'agosto 2020, l'azienda ha avviato una Lean Transformation dei processi produttivi, passando da una logica push, secondo cui i prodotti vengono stoccati in magazzino in attesa di essere ordinati, a una logica pull, in cui la produzione viene trainata dagli ordini dei clienti. La trasformazione ha interessato entrambe le aree dello stabilimento aziendale: il reparto di assemblaggio, dove i premontaggi e altri componenti vengono messi insieme per formare il prodotto finale, e il reparto di premontaggio, dove vengono assemblati i premontaggi. Il team Polimi è arrivato per la prima volta a Clay Paky nel marzo 2021 ed è stato incaricato di sviluppare un progetto per riprogettare completamente il reparto di premontaggio e collegarlo alla linea di montaggio attraverso un sistema Kanban. I grandi risultati ottenuti durante il primo progetto hanno portato Clay Paky e Polimi a estendere la loro collaborazione con un altro progetto che si divide in due parti: una riguarda l'estensione della logica pull un passo più a monte lungo la catena di fornitura, creando un sistema Kanban tra l'azienda e un fornitore pilota scelto chiamato O.M.tech. La seconda parte riguarda l'inserimento nel sistema ideato nel primo progetto di un nuovo proiettore che l'azienda sta per mettere in produzione a partire da gennaio 2022. Per quanto riguarda la prima parte del progetto, i problemi riscontrati durante la prima visita in azienda sono stati che il processo di fornitura non segue la stessa logica pull del reparto di montaggio e premontaggio, inoltre non è accoppiato con il supermercato. Durante l'esecuzione del progetto, il team ha seguito il metodo A3 proposal, date le chiare linee guida fornite dall'azienda riguardo alla logica da implementare, e data la mancanza di una vera e propria configurazione AS IS, poiché la proposta fatta dal team può essere considerata un completo cambiamento di filosofia e non un progetto di miglioramento continuo. Nella fase successiva, il team ha iniziato a raccogliere dati sulla situazione attuale dell'azienda, per poter meglio rappresentare il problema: in primo luogo analizzando i componenti forniti da O.M.tech, il loro valore e il loro consumo, in secondo luogo comprendendo come fosse strutturato il processo di approvvigionamento interno ed esterno nella condizione attuale di Clay Paky. Seguendo il modello generale dell' A3 Proposal, il team ha elaborato una proposta per ristrutturare il processo di approvvigionamento interno ed esterno, creando un sistema Kanban fisico insieme a uno digitale, integrato con il fornitore, che permette di monitorare il consumo dei codici in tempo reale. Un altro passo importante nello sviluppo della proposta è stata la visita al fornitore, dove sono stati negoziati i termini e gli accordi. I miglioramenti si possono riassumere principalmente in tre aspetti: l'eliminazione delle attività a non valore aggiunto nella fase di scarico dei componenti, l'aumento della frequenza di consegna e di conseguenza la diminuzione dei tempi di consegna e la parziale eliminazione della schedulazione a monte. Il team ha inoltre sviluppato KPI specifici per misurare quantitativamente il miglioramento in termini di riduzione delle attività a non valore aggiunto (-34%) e di aumento del tasso di rotazione delle scorte da 1,4 a 1,9.
Lean Transfomration: a cross functions project
CANALI, LUDOVICO
2021/2022
Abstract
Clay Paky is a company based in Seriate (Bergamo) which assembles products belonging to the sector of professional lighting system, such as moving body and moving mirror projectors. Clay Paky has a wide range of products, which are assembled with a complex and manual assembling process. In August 2020, the company started a Lean Transformation of the production processes, shifting from a push logic, according to which products are stored in the warehouse waiting to be ordered, to a pull logic, where production is pulled by customers’ orders. The transformation affected both areas of the company plant: the assembly department, where pre-assembly pieces and other components are put together to form the final product, and the pre-assembly department, where pre-assembly pieces are composed. The Polimi team arrived in Clay Paky for the first time in March 2021 and it was responsible to develop a project about completely redesign the pre-assembly department and link it to the assembly line through a Kanban system. The great results achieved during the first project brought Clay Paky and Polimi to extend their collaboration with another project which is divided in two parts: one is about extending the pull logic one step upstream along the supply chain, creating a Kanban system between the company and a chosen pilot supplier called O.M.tech. The second part is related to insert in the system designed in the first project a new projector that the company is about to put in production starting from January 2022. Regarding the first part of the project, the problems figured out during the first visit in the company have been that the supply process does not follow the same pull logic of the assembly department and pre-assembly department, moreover it is not coupled with the supermarket. During the execution of the project, the team followed the framework of the A3 proposal method, given the clear guidelines provided by the company regarding the logic to be implemented, and given the lack of a proper AS IS configuration since the proposal made by the team can be considered a complete change of philosophy and not a continuous improvement project. In the next step, the team started collecting data about the current situation in the company, to be able to better depict the problem: first analysing the component supplied by O.M.tech, their value and their consumption secondly understanding how the internal and external supply process were structured in current condition at Clay Paky. Following the A3 proposal general model, the team designed a proposal to restructure both the internal and external supply process, creating a physical Kanban system together with a digital one, integrated with the supplier, that allows to monitor the consumption of the codes in real time. Another important step in developing the proposal was the visit to the supplier were terms and agreement were negotiated. Improvements can be stated mainly by three aspects: the elimination of non-value-added activities in the off load of the components, the increase of delivery frequency and consequently the decrease of delivery time and the partial elimination of the scheduling upstream. The team also developed specific KPI to measure quantitively the improvement in terms of reduction of non-value-added activities (-34%) and increase of Stock turnover rate from 1,4 to 1,9.| File | Dimensione | Formato | |
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https://hdl.handle.net/10589/198292