Honshin 2011 Shift B Assy

ASSB Hoshin Kanri 2011 Division: Planning & Logistic
Target
IN PLANT SAFETY Fatality 0 case Loss Time Injury 5 cases First Aid 5 cases Near Miss 2 cases Incident 1 case
Actual (3Q results)

Fatality 0 case Loss Time Injury 0 case First Aid 2 case Near Miss 0 case Incident 0 cases
Status
Pillar
SAFETY Establish Safety Culture
Result (Main KPIs)
2010 Result & Reflections
Yearly Reflection/Kadai
Main KPIs
Target
2011 Targets & Key Action Plan

(Process KPIs)
(1) Safety Awareness Improvement 1.1 Basic Safety Training & Dojo 1.2 Safety Education (DSR above) 1.3 Implement 4RKYT (GL.TL.TM) 1.4 Hazard identify/suggestion (TM.TL) 1.5 Safety Promotion Campaign 1.6 PCA conformance rate (2) Maintain 2.1 Hazard Mapping 2.2 Rank Down Condition Maintenance 2.3 Machine Safety 2.4 Safety Promo Organization (3) Hazard Rank Down 3.1 Rank A Down 3.2 Hazard Identification (MHF) 3.3 Safety Inspection & Follow Up 3.4 Low frequency troubleshooting jobs (LF/TS) 3.5 Yokoten accidents C/M (overseas) (4) Contractors Safety Control 5.1 Level Up Contractors Safety Awareness & Capability 5.2 Improve Contractors Worksite Safety
Main Focus & Activities
Basic Safety Training attendance (59%/80%) PCA not performed during non-prod hours
IN PLANT SAFETY Fatality 0 case Loss Time Injury 0 case First Aid 1 case Near Miss 0 case Incident 0 case
MC safety audit not conducted due to resource constraint
LF/TS behind plan due to resource constraints Yokotten accidents focus on fatal case only; need to focus on LWD as well No major issues . 0 accidents during NPWD
Fire 0 case OFFSITE SAFETY Road Accidents 9 cases
Fire 0 case Road Accidents 12 cases
Earth Leak meter installation behind plan Road Accidents exceeded 2010 target, require aggressive approach to mitigate
Fire 0 case OFFSITE SAFETY Road Accidents 9 cases
(5) Loss Prevention (Fire Safety) (1) Enhance Offsite Road Safety 1.1 Improve Road Safety Promo 1.2 Traffic Safety Enforcement (Mgmt) 1.3 Road Safety Campaign (2) Safety Support to Suppliers 2.1 AISB.TBU Joint Safety Activities 2.2 Suppliers CCCF Level Up 2.3 Critical Suppliers Support
No major issues
PROD'VTY Stable 11
SW LEVEL UP W3 Level 4 Sealer Level 4 L3 Level 4
W3 Level 4 Sealer Level 4 L3 Level 4
W2 difficult to achieve targeted level due to multi mix model & high turnover Not achieving target due to high turnover problem at Welding & Assembly - 58% resignation of new recruits from Mar to Jun
SW LEVEL UP W3 Level 4 Sealer Level 4 L3 Level 4
(1) Level Up Activities 1.1 Expansion of know how to other section 1.2 Speed up Jishuken & Cross Border Kaizen 1.3 Develop SW & Kaizen trainers w/ GPC & TMAP EM
PROCESS DESIGN IMPROVEMENT 95% Job Load Efficiency
PROCESS DESIGN IMPROVEMENT 95% Job Load Efficiency (1) Yosedome activities for all lines (2) Cycle Time Improvement for all lines
GL JOB ROLE (W) Level 3 (T) Level 3 (A) Level 3 QC Level 2 Logistics Level 2 Master Trainer (trained by TMC.TMAP) (W) 2 pax Level 4 (T) 3 pax Level 4 (A) 3 pax Level 4 QC 1 pax Level 4 Log 1 pax Level 4 Shop Trainer (trained by Master Trainer)
(W) Level 2.4 (T) Level 2.6 (A) Level 2.9 QC Level 3.1 Logistics Level 2.8 Master Trainer (trained by TMC.TMAP) (W) 2 pax Level 4 (T) 3 pax Level 4 (A) 3 pax Level 4 QC 1 pax Level 4 Log 1 pax Level 4 Shop Trainer (trained by Master Trainer)
Knowledge is OK based on 100 Qs & Visual Manual but implementation still requires guidance & supervision from Master Trainers Need to train TLs or senior TMs as assistants to GL - TLs unable to support due to in process work (manpower shortage issue)
GL JOB ROLE (W) Level 3 (T) Level 3 (A) Level 3 QC Level 2 Logistics Level 2 Master Trainer (trained by TMC.TMAP) (W) 2 pax Level 4 (T) 3 pax Level 4 (A) 3 pax Level 4 QC 1 pax Level 4 Log 1 pax Level 4 Shop Trainer (trained by Master Trainer)
(1) Level Up GL role (1 Rank UP) 1.1 Weekly Classroom & Gemba 1.2 Retrain weak/new GL for GPC training (Visual Manual & 100 Questionnaires) 1.3 Train FMD GLs to achieve Level 2 1.4 Preparation for manual handbook 11elements (2) Develop Master Trainers for each shop 2.1 Revise evaluation item to suit shops condition 2.2 T3 training by TMAP EM.TMC 2.3 Setup model line & yokoten to other section
(3) Develop Shop Trainers for each shop

Target
(W) 3 pax (T) 3 pax (A) 3 pax QC 1 pax Log 1 pax PROD'VTY Manpower Mgmt Manhour/Unit Improvement W1 5.00 mhu W2 7.65 mhu W3 5.35 mhu T 5.75 mhu L1 8.00 mhu L2 6.60 mhu L3 5.35 mhu QC 3.08 mhu LC 3.51 mhu CKD 8.01 mhu
Actual (3Q results)

(W) 5 pax (T) 5 pax (A) 3 pax QC 3 pax Log 1 pax Manhour/Unit Improvement W1 5.43 mhu W2 9.15 mhu W3 5.43 mhu T 5.89 mhu L1 9.50 mhu L2 7.95 mhu L3 5.90 mhu QC 2.99 mhu LC 2.98 mhu CKD 7.12 mhu
Status
Pillar
Result (Main KPIs)

Main KPIs
Target
(W) 3 pax (T) 3 pax (A) 3 pax QC 1 pax Log 1 pax

(Process KPIs)
3.1 Prepare training materials (SOP.Evaluation sheet.GLs Daily Checksheet) 3.2 Shadowing by Master Trainer 3.3 Evaluation by TMC Coordinators 3.4 Setup Model Line for GL role monitoring
Not managed to carry out MHU Kaizen Plan due to MP shortage issues & high turnover % (Apr TT change) 1H Focus Areas - Securing additional MP towards volume increase - Identify optimum MP (to maintain MHU as of Dec'09) - Identify optimum leadtime for new recruits to undergo FST. Dojo & inline OJT before release to line Cross Border activities (1/Q) to level up knowledge & gemba experience for Cycle Time improvement - 2010 as Training Year - 2011 as Implementation & Results Internal & External Kanban control need to strengthen due to missing, overissue that led to parts overflow Camry CKD henkaten; re-calculation of PC Racks Expected to incur additional cost for TLS Sept onwards due to increase storage area (7500m2 to 12500m2) - In house logistics area make way for ED Chassis, SPS PJTs Mik Run on hold due to high cost Returnable Rack VIOS on hold (TMAP EM to complete IMV countries first before VIOS)
Manhour/Unit Improvement W1 5.00 mhu W2 7.65 mhu W3 5.35 mhu T 5.75 mhu L1 8.00 mhu L2 6.60 mhu L3 5.35 mhu QC 3.08 mhu LC 3.51 mhu CKD 8.01 mhu
(1) Manpower Optimization 1.1 Quality Improvement - Reduce QG by Build In Quality thro QA network - Offline Repair reduction based on MHU - Offline Ratio thro DDR improvement 1.2 Productivity - Direct Manpower link to Volume thro MHU gentani . Yosedome --> SW Kaizen
Special LOGISTICS JIRITSUKA
Zero Parts Shortage Zero Parts Overflow
Zero Parts Shortage ?
Zero Parts Shortage Zero Parts Overflow
(1) Ideal Process Design 1.1 Stable cyclical operation 1.2 Level up SW (MHU management) 1.3 Improve Heijunka Control at Trim In (2) Reduce Logistics Cost 2.1Gentani for TLS Warehouse 2.2 Yokoten Milk Run 2009 study to other route 2.3 Returnable Rack for VIOS from TMT
COST Competitive Cost
CR 16.4mil (1H 5.43 mil) VIOS CR 525/unit (1H 417/unit) Labour 2.4mil (1H 0.9 mil) NonLabour 1.7mil (1H 0.4 mil) MSP P&L 4mil (1H 0.4 mil) Local Parts 7.5mil (1H 3.4 mil)
1H CR 6.25 mil 1H VIOS CR 239/unit Labour (1H 1.3 mil) NonLabour (1H 0.3 mil) MSP P&L (1H 0.9 mil) Local Parts (1H 3.5 mil)
Labour: No major issues - Achieved higher savings from indirect MP reduction Non Labour: Need to boost Medo Nashi areas in 2H Substantial CR from VIOS Returnable Rack PJT cannot achieve due to delayed implementation (est 2.25mil) Shortfall from localization demerit
CR 16.4mil (1H 5.43 mil) VIOS CR 525/unit (1H 417/unit) Labour 2.4mil (1H 0.9 mil) NonLabour 1.7mil (1H 0.4 mil) MSP P&L 4mil (1H 0.4 mil) Local Parts 7.5mil (1H 3.4 mil)
(1) In House Cost 1.1 Labour : Follow MP Management Main KPIs 1.2 Non Labour: Strengthen Gentani control Maintenance Cost control, Repair Cost Damaged Parts, General Expenses (2) MSP Packing & Logistics 2.1 Warehouse Logistics Process Improvement (3) Local Parts 3.1 Thorough APR.PPR activities 3.2 Mid Term Additional Localization effort
HUMAN CAPITAL Stable 11
HUMAN CAPITAL Absenteeism 4.5%
Absenteeism 4.8%
Dialogues sessions held regularly as part of the Rehabilitation program. However, unplanned absenteeism still high in certain shops esp due to high medical leave. Implementation of Leave Roster/leave plan cannot be enforced due to unstable manpower situation
(1) Absenteeism 1.1 HR/Union/Employee dialogue . Review method of absenteeism calculation to match prod schedule . Develop guidelines to plan & manage leaves . Shop by shop analysis to gauge root cause & derive CMs . Setup Rehab Program for mindset /culture re-condition, post rehab follow up 1.2 HR Pitstop . HR gemba practice for first hand info . Analysis of top complaints & develop long term CMs . Customise current check sheet inline w/ Shokuba Junkai
Received good feedback from members on the program. Managed to resolve many problems and minimize grievances.
LateComers 50/month Miss Exercise 200/month
No major issues
(2) Latecomers/Miss Exercise 2.1 Daily Tracking 2.2 Inculcate awareness on company aspiration 2.3 PDCA on effectiveness of Performance Appraisal on latecomers/miss exercise 2.4 Develop Handbook Rules & Regulation 2.5 Reminders/Advise Letters reflect in Appraisal System (3) Manpower fulfillment
Manpower 2675 (Jun)
Manpower 2640 (Jun)
Higher turnover trend from new MP supply contractor @ SOKA
Manpower 2675 (Jun)

Target Actual (3Q results)
Status
Pillar
Result (Main KPIs)
Main KPIs
Target

(Process KPIs)
vs. Concept. ASSB Contract & Permanent members
3.1 Joint effort PCD.Prodn to identify ideal headcount 3.2 Alternative contractor sourcing to prepare for TT change 3.3 MP benchmarking with Toyota affiliates Turnover 1.0% (4) Maintain healthy & manageable turnover 4.1 Recruitment & Deployment 4.2 Turnover analysis & CM to retain good talent (5) Improve workplace environment 5.1 2010 PJTs: 8 5.2 2009 PJTs: 12 (1) SW/Kaizen Training 1.1 Clarify roles between HRD & Shopfloor Trainers 1.2 Develop 30 shopfloor trainers w/ Complete Global Content 1.3 Certification of 10 TPS trainers by TIAP-Thai (2) SW/Kaizen (TPS) Roll Out 2.1 Prioritizing GLs & TLs 2.2 Spread TPS, SW & Kaizen knowledge via HRD 10 trainers (3) SW/Kaizen Jishuken 3.1 Cross Border activity (inter departments) (4) TBP (Prod) 4.1 Roll Out to GLs & TLs (5) TBP (Admin) 5.1 Mix composition for better ideas sharing (6) TBP A3 PSFC submission 6.1 Participants evaluation 6.2 Regular consultations at Gemba 6.3 Visit individuals at workplace for progress check (7) Fundamental Skill Training (FST) 7.1 Current Members 7.2 New Recruits (8) Multi skill - Inline Dojo setup 8.1 Plan & coach shop's PIC on Dojo setup & training contents (9) GL/TL role 9.1 Visual Manual training for GLs 9.2 GLs plan for Skill Requirement using TMC Global Skill Assesmnt 9.3 Conduct T3 session for trainers 9.4 Certify GPC trainers in TL role 9.5 Roll out TL Role 9.6 10 TLs for each training session
Turnover 1.0%
Turnover 1.7%
Facilities PJT 8 x 100% complete
No major issues
HUMAN DEVELOPMENT SW/Kaizen Trainers 30 pax
SW/Kaizen Trainers 15 pax
Need to get quality members as trainee candidate in order to successfully implement SW Kaizen
HUMAN DEVELOPMENT SW/Kaizen Trainers 30 pax
SW/Kaizen TPS 100 pax
Due to Manpower shortage & Volume Up, attendees was minimized
SW/Kaizen Jishuken 1CB/Q TBP (Prod) 60 pax TBP (Admin) 60 pax TBP A3 submission 90%
Conducted CB #1 in Mar but cancelled CB #2 in June due to manpower shortage Low attendance due to manpower shortage Top Mgmt directive for all exec & above to attend TBP (100%) Clash of priorities between Work Commitments & Training Work commitments & tight work schedule resulted in low submission rate
FST 55pax
FST 334 pax
No major issues
FST 55pax
Inline Dojo 5 shops GL role 80 pax TL role120 pax
Inline Dojo 3 shops GL role 40pax TL role 98pax
Did not managed to complete Dojo for QC & Logistics Dept due to busy schedule, layout & manpower shortage. Only basic equipments are available. Common Manpower Situation Trainers re-deploy to FST training to cater for high intake of new recruits
Inline Dojo 5 shops GL role 80 pax TL role120 pax
Schedule 1H 2H 1 2 3 4 5 6 7 8 9 10 11 12
Schedule 1H 2H 1 2 3 4 5 6 7 8 9 10 11 12
Schedule 1H 2H 1 2 3 4 5 6 7 8 9 10 11 12
ASSB Hoshin Kanri 2011 Division: Production Planning & Control / Planning + Logistic
Pillar
SAFETY
" Establish Safety Culture "
Main KPIs
Target

(Process KPIs)
3 ERT members/shift OFFSITE SAFETY Road Accidents 1 cases
(1.1) Safety Awareness Improvement 1.1.1 Basic Safety Training & Dojo 1.1.2 Safety Education (DSR above) (100% attendance) 1.1.3 4RKYT submission (1subm/TL/mth) 1.1.4 Hazard identify/suggestion-KUMI (1 subm/TM.TL/mth) 1.1.5 Safety Promotion Campaign - qtr (e.g. PCA conformance rate, tow truck driving, ) (1.2) Maintain 1.2.1 In Plant Hazard Mapping (2x p/year) 1.2.2 Machine Safety - visualise checksheeet by TL - monthly performance report by DSR 1.2.3 Safety Promo Organization (Mthly committee mtg led by DSR, supported by Mgmt, Union & Safety Dep Rep) (1.3) Hazard Rank Down 1.3.1 Rank Down Condition (50%) 1.3.2 Hazard Identification (MHF) (3x/year) 1.3.3 Identify & visualise low frequency troubleshooting jobs (LF/TS) 1.3.4 Yokoten accidents C/M (overseas) (1.4) Establish ERT members & train (1.5) Enhance Offsite Road Safety 1.5.1 Biannual motorcycle audit 1.5.2 Qtrly Safety Vesst Enforcement (Mgr) 1.5.3 Compile Driving Licences 1.5.4 Road Hazard Mapping (2x/year) (1.6) CO2 Reduction 1.6.1 Monitor engine shut-down at receivig area 1.6.2 Supplier maintenance check (truck servicing) 1.6.3 Review no of trip & loading efficiency
ENVIRONMENT
" Earth Protection " CO2 Reduction 1%
PRODUCTIVITY
" Stable 11 towards 75k volume "
SW LEVEL UP CKD Level 4 LC Level 4 (per KI-J SW Guideline)
(2.1) Level Up Activities

2.1.1 Develop KI-J & Kaizen trainer 2.1.2 Review SW requirement & maintain during takt time change 2.1.3 Monthly random audit on compliance (By Mgr, CL & GL)
(2.2) Continuous Yosedome activities for all lines
PROCESS DESIGN IMPROVEMENT 90% Job Load Efficiency *
(2.3) Maintain cycle time with increasing job load

(e.g. UB - 85% -> 90%; increase part list checking vs actual, supply quality confirmation)
(2.4) Reinforcement of SW Operations by all GLs

- Periodical audit - 100% update Yamazumi (incl. support Dept) Delivery As Promise 80% Ageing units : 0.5% > 3days OPR : 95% (W, A), 90%(T) Heijunka accuracy : 90% (W, A)
(2.5) Enhance VTB Board to e-VTB (real time update)

- Daily Monitor on long ageing units during section meeting - Hanedashi control
(2.6) Flexible Production Control

- Fleet Order ( Colour & Accesory ) - Frequency of Tact Time Change / Variant Change
LC : 14min/mth downtime CKD : 32 min/mth downtime PPD : 41 min/mth downtime
(2.7) Level up SW through Gentai mgmt ( by model ) (2.8) Fix volume/Qty supply and fix timing to enchance inventory control to match daily target. (2.9) Improve Kanban Mgmt by implementing Fix Order Fix timing ( to visuallise kanban circulation )
(2.10) Level Up GL role 1.1 Monthly Classroom & Gemba per shift (Visual Manual & 100 Questionnaires) 1.2 Enforce compliance to manual handbook 11elements (based on Logistics Dept's Master Trainer Guidelines) (2.11) Manpower Optimization 1.1 Process Kaizen Inventory System revamp to abolish manual jobs Continuous Yosedome activities ( refer SW Level Up)
GL JOB ROLE Logistics Level 3
PRODUCTIVITY
Manpower Mgmt
Manhour/Unit Improvement ( link to direct manpower redn ) CKD 109 process -> 103 LC 49 process -> 46
Pillar
HUMAN DEVELOPMENT
" Stable 11" LateComers 20/month * Miss Exercise 20/month * (LC & CKD) LC : 120 CKD : 249 (exclude relief MP) Turnover 1.0%
Main KPIs
Target

(Process KPIs)
(3.1) Absenteeism / Latecomers / Miss Exercise 3.1.1 Daily Tracking. HOD will randomly counsel TMs with the above issues 3.1.2 Inculcate awareness on company aspiration 3.1.3 Reminders/Advise Letters reflect in Appraisal System 3.1.4 Monthly dialogue with HR & Union (for habitual problematic) (3.2) Manpower fulfillment 3.2.1 Joint effort PCD.Prodn to identify ideal headcount 3.2.2 MP benchmarking with Toyota affiliates (3.3) Maintain healthy & manageable turnover 3.3.1 Turnover analysis & CM to retain good talent (4.2) Hikiate and Parts Orders accuracy (4.3) 2 ways communication enchancement with TMAP-EM (PPMD) - Promote Resident Engineer (RE) activity --> Fast Problem Solving
1) IMV Big MC 2) Small Part Painting Transfer to TABM 3) Hino W4 & A4 relocation 4) Camry
2) Goshi Excess Parts < 10k 3) ZERO Goshi & SOP Downtime
1)Smooth Run-out and in during Production transfer
(4.4) To achieve monthly production demand (4.5) To control Daily/Monthly Production Heijunka . Minimise Process Delay (4.6) Optimisation of current PC rack and robbing area (4.7) Reduce Module storage at TLS , and to be allocated back to ASSB (5.1) In House Cost 5.1.1 Labour : Follow MP Management Main KPIs 5.1.2 Non Labour: Maintain Gentani control Maintenance Cost control, Repair Cost, General Expenses (5.2) MSP Packing & Logistics 5.2.1 Implement RR Vios modules by Mar'11 5.2.2 Packing Improvement for IMV (5.3) System Improvement 5.3.1 Revamp Inventory System to identify the area for Parts Loss /Damage 5.3.2 Request for new reports to link V-Track & BC Kanban to grasp all additional orders (both local & improt parts) 5.3.3 Establish advance call-in / advance unboxing as the trigerring point to highlight & investigate abnormal stock holding
1)Space Utilisation 2)Packing Improvement (M2)efficiency
COST
" Competitive Cost " (Act @ Aug'10)
Inhouse CR Labour : CKD 109 process - 103 Labour : LC 49 process - 46 Non Labour : 2.10 p/ut MSP P&L 2.1 mil
KDCPO : 50% Add'l Order (local parts) : 2011 tgt : 0.5% Add'l Order (import parts) 2011 tgt TBC
(5.4) Process Enhancement

5.4.1 Review individual KPIs to ensure related PICs accountable for their respective area. Inventory Control LC HOT Items: 5.4.2 Monthly cycle count to detect stock discrepancies.
2011 tgt : ave 6% stk loss/mth

CKD HOT Items: 2011 tgt TBC ATC : 30% redn on Ann Stock Take Loss

(Vios Line)
Zero Parts Shortage Zero Parts Overflow < Level 3 >
(6.1) Ideal Process Design

6.1.1 Stable cyclical operation 6.1.2 Level up SW (MHU management) 6.1.3 Improve Heijunka Control at Trim In
(6.2) Reduce Logistics Cost

6.2.1 Gentani for TLS Warehouse Apr'2011
Apr'2009 ~ Dec'2010
6.2.2 Yokoten Milk Run 2009 study to other route 6.2.3 Returnable Rack for VIOS from TMT
(6.3) Enhance Jisshuken activity (Log, A shop & PPD)

LC : ave 15 calls/mth CKD : ave 36 calls/mth 6.3.1 Focus on top EPRS items 6.3.2 Detail analysis for each part 6.3.3 Yokoten
Pillar
SAFETY
Main KPIs
Target

(Process KPIs)
Syahrean Omar Process KPI / Activity

In Plant Accident 1) Fatality 2) Loss Time Injury 3) First Aid 4) Near Miss 5) Incident
Target T1 T2
Ahmed Hafiz Process KPI / Activity
Target T1 T2
A Mahadevan Process KPI / Activity
Target T1 T2
Supply (Mohd Yusop) Process KPI / Activity
Target T1 T2
Picking (SHAHRUL) Process KPI / Activity
Target T1 T2
Jundate Process KPI / Activity
Target T1
(1.1) Safety Awareness Improvement 1.1.1 Basic Safety Training & Dojo 1.1.2 Safety Education (DSR above) (100% attendance) 1.1.3 4RKYT submission (1subm/TL/mth) 1.1.4 Hazard identify/suggestion-KUMI (1 subm/TM.TL/mth) 1.1.5 Safety Promotion Campaign - qtr (e.g. PCA conformance rate, tow truck driving, ) (1.2) Maintain 1.2.1 In Plant Hazard Mapping (2x p/year) 1.2.2 Machine Safety
- 0 case - 0 case - 1 case - 0 case - 0 case
1. GL safety finding [1 sub/GL/mth] 2. CL safety finding [1 sub/CL/mth] 3. KUMI / SGA [1 sub/TL & TM/mth] 4. 4RKYT [establish 4RKYT board] 5. PCA audit [1 time / qtr]
95% 95% 95% 95% 3x
100% 100% 100% 100% 4x
1. GL safety finding [1 sub/GL/mth] 2. CL safety finding [1 sub/CL/mth] 3. KUMI / SGA [1 sub/TL & TM/mth] 4. 4RKYT [establish 4RKYT board] 5. PCA audit [1 time / month]
95% 95% 95% 95% 10x
100% 100% 100% 100% 12x
1. GL safety finding [1 sub/GL/mth] -EVERY MONTH 1 SUB TO DSR. 2. KUMI / SGA [1 sub/TL & TM/mth] -BEFORE 15hb SUBMIT TO DSR EVERY MONTH. 3. 4RKYT [1TL/month] 4. PCA audit [1 time / week]
95%
100%
1. GL safety finding [1 sub/GL/mth] -EVERY MONTH 1 SUB TO DSR. 2. KUMI / SGA [1 sub/TL & TM/mth] -BEFORE 15hb SUBMIT TO DSR EVERY MONTH. 3. 4RKYT [1TL/month] 4. PCA audit [1 time / week]
95%
100%
1. GL safety finding [1 sub/GL/mth] 2. KUMI / SGA [1 sub/TL & TM/mth] 3. 4RKYT [1TL/month] 4. PCA audit [1 time / week] 5. Forklift lisence audit. (2 time / month) - SHD license - Dept license 6. CKD material handling equipment audit.
95% 95% 95% 1/week
95%
100%
95%
100%
6) 100% all forklift route for CKD & LC Complete Separation of Man and Machine in Logistic. [ CKD & LC ]
3Q
2Q 6. Tow truck & forklift lisence audit. [1 time / qtr] 7. CKD material handling equipment audit. 3x 3x 4x 4x 6. Tow truck & forklift lisence audit. [1 time / month] 7. CKD material handling equipment audit. 10x 12x
95% 1/week
100% 2 times / WEEK
95% 1/week
100% 2 times / WEEK
2x 2x
7) Safety Pilot Line [CKD] PMRS - visualize checksheeet by TL - monthly performance report by DSR 1.2.3 Safety Promo Organization (Mthly committee mtg led by DSR, supported by Mgmt, Union & Safety Dep Rep) (1.3) Hazard Rank Down 1.3.1 Rank Down Condition (50%) 1.3.2 Hazard Identification (MHF) (3x/year) 1.3.3 Identify & visualize low frequency troubleshooting jobs (LF/TS) 1.3.4 Yokoten accidents C/M (overseas) (1.4) Establish ERT members & train (1.5) Enhance Offsite Road Safety 1.5.1 Biannual motorcycle audit 1.5.2 Qtrly Safety Vest Enforcement (Mgr) 1.5.3 Compile Driving Licenses 1.5.4 Road Hazard Mapping (2x/year) (1.6) CO2 Reduction 1.6.1 Monitor engine shut-down at receiving area 1.6.2 Supplier maintenance check (truck servicing) 1.6.3 Review no of trip & loading efficiency [Unboxing] - 1 major process. Jishuken supplier. 8) 100% SGA Submission (TL & TM) A 9) Hazard Rank-Down ----> B (50%) Targets B ----> C C 50% c/m 100% 4RKYT Submission (mthly)
1 process /Qtr
>1 process /Qtr 3 Supplier > 50% down
2 Supplier 50% down
-Equipment (Tow truck/ Forklift/ Gun/ Hoist '- Trolley maintenance
10x 10x
12x 12x
- SHD license - Dept license 6. CKD material handling equipment audit. - Equipment ( TOW TRUCK ) - Trolley maintenance
2x 2x
4x 4x
- SHD license - Dept license 6. CKD material handling equipment audit. - Equipment ( TOW TRUCK ) - Trolley maintenance - PC RACK MAINTENANCE 7. Establish 1 ERT member / shift [by end of 2011]. 8. Road Accident > Weekly briefing about road accident.
2x 2x
4x 4x
10x 10x 5x 1 pax
12x 12x >5x 2 pax
10x 10x 5x 1 pax
12x 12x >5x 2 pax
- Equipment ( Forklift/Tow Truck/ Gun/ Hoist ) - Trolley maintenance wekly. > Check sheet monitoring. 7. Establish 1 ERT member / shift [by end of 2011]. 8. Road Accident > Weekly briefing about road accident.
10x 10x 1 pax
95%
100% 8. Establish 2 ERT member / shift [by end of 2011]. 2 pax 4 pax 8. Establish 1 ERT member / shift [by end of 2011]. 9. Road Accident 1 pax 2 pax
- TOW TRUCK MAINTENANCE 7. Establish 1 ERT member / shift [by end of 2011]. 0 0 8. Road Accident > Weekly briefing about road accident.
10) Logistic Road Accident
0 9. Road Accident 0 0
ENVIRONMENT
" Earth Protection " CO2 Reduction 1% 1) Co2 reduction - 1% from 2010 - 1% > - 1%
PRODUCTIVITY

1) SW level 4 (CKD/LC) 2) Job Load eff.90% 3) Downtime LC CKD 14 mins/mth 32 mins/mth 46 mins < 46 mins 90% > 90%
1. Establish SW obeya. 2. SW audit [2 SW / mth] 3. Establish [CKD SW trainer - 2 pax]
1 1 SW / mth 1 pax
1 2 pax
1. Establish SW obeya.
1 2 SW / mth
1 4 SW / mth
1. Establish SW obeya. > Weekly meeting 2. SW audit [4 SW / mth] -1WEEK 1 SW AUDIT.
1. Establish SW obeya. > Weekly meeting
1. Establish SW obeya. > Weekly meeting
2 SW / mth 2. SW audit [4 SW / mth]
2 SW / mth
4 SW / mth 2. SW audit [4 SW / mth] -1WEEK 1 SW AUDIT.
2 SW / mth
4 SW / mth 2. SW audit [4 SW / mth] -1WEEK 1 SW AUDIT.
2 SW / mth
PROCESS DESIGN IMPROVEMENT 90% Job Load Efficiency * (2.2) Continuous Yosedome activities for all lines
4. To achieve average 90% job load eff 5. Monthly review yamazumi by sec. 6. To achieve <32 min / mth downtime. 7. Visit to others plant [2x/year]. [domestic].
85% 32 min
90% <32 min
3. To achieve average 90% job load eff 4. Monthly review yamazumi by sec. 5. To achieve <10 min / mth downtime.
85% 10 min
90% <10 min
3. To achieve average 90% job load eff
85%
90%
3. To achieve average 90% job load eff
85%
90%
3. To achieve average 90% job load eff 4. Monthly review yamazumi by sec. 5. To achieve <10 min / mth downtime.
85% 2 min

4. Monthly review yamazumi by sec. -PREPAIR GEMTAI BY TM. 5. To achieve <10 min / mth downtime. -TO REDUCE PART WRONG SUPPLY, DELAY SUPPLY TO PRODUCTION LINE. > Eliminated handover shift issue resulting in downtime. 2 min <2 min
4. Monthly review yamazumi by sec. -PREPAIR GEMTAI BY TM. 5. To achieve <10 min / mth downtime. -TO REDUCE PART WRONG SUPPLY, DELAY SUPPLY TO PRODUCTION LINE. > Eliminated handover shift issue resulting in downtime. 2 min <2 min
> To reduce part damage,part wrong supply,part delay supply. > Eliminated handover shift issue resulting in downtime.



(2.10) Level Up GL role 1.1 Monthly Classroom & Gemba per shift (Visual Manual & 100 Questionnaires) 1.2 Enforce compliance to manual handbook 11elements (based on Logistics Dept's Master Trainer Guidelines) 1) GL role level 3 Level 3 Level 4 1. To achieve GL level 3 Level 3 Level 4 1. To achieve GL level 3 Level 3 Level 4 6. To achieve GL level 3 Level 3 Level 4 6. To achieve GL level 3 Level 3 Level 4 1. To achieve GL level 3 Level 3
Pillar
PRODUCTIVITY
Manpower Mgmt
Main KPIs
Target

(Process KPIs)

1) Man hour improvement LC -3 (49 to 46) CKD -7 (109 to 103)
Target T1 T2
Target T1 T2
A Mahadevan Process KPI / Activity
Target T1 T2
Supply (Mohd Yusop) Process KPI / Activity
Target T1 T2
Picking (SHAHRUL) Process KPI / Activity
Target T1 T2
Jundate Process KPI / Activity
Target T1
(2.11) Manpower Optimization 1.1 Process Kaizen Inventory System revamp to abolish manual jobs Continuous Yosedome activities ( refer SW Level Up)
-9 process
> -9 process
1. To reduce 7 proceses.
7 process
>7 process 1. To reduce 5 proceses.
5 process
>5 process 1. To reduce 1 proceses. -REDUCE PROCESS AT 1 SUPPLY 1 TM AT L2 LINE
1 process
>1 process 1. To reduce 2 proceses. -REDUCE PROCESS AT 1 PICKING AND 1 FILL IN PROCESS.
2 process
>2 process 1. To reduce 1 process. > Reduce picking Trim Off Line.
1 process
HUMAN DEVELOPMENT
" Stable 11"
HUMAN CAPITAL Absenteeism 4.5% (3.1) Absenteeism / Latecomers / Miss Exercise 3.1.1 Daily Tracking. HOD will randomly counsel TMs with the above issues 3.1.2 Inculcate awareness on company aspiration 3.1.3 Reminders/Advise Letters reflect in Appraisal System 3.1.4 Monthly dialogue with HR & Union (for habitual problematic) (3.2) Manpower fulfillment 3.2.1 Joint effort PCD.Prodn to identify ideal headcount 3.2.2 MP benchmarking with Toyota affiliates (3.3) Maintain healthy & manageable turnover 3.3.1 Turnover analysis & CM to retain good talent (4.2) Hikiate and Parts Orders accuracy (4.3) 2 ways communication enchancement with TMAP-EM (PPMD) - Promote Resident Engineer (RE) activity --> Fast Problem Solving 1) Abseenteismn - 4.5% 2) Turn over - 1% 3) Late comer/Late exercise LC : 20/month CKD : 20/month Training 1hr/person/yr 4.50% 1% 40/mth < 4.5% < 1% < 40/mth 2. Late comer/Late exercise CKD : 20/month 20/mth <20/mth 2. Late comer/Late exercise CKD : 5/month 5/mth <5/mth 2. Late comer/Late exercise CKD : 2/month 2/mth <2/mth 2. Late comer/Late exercise CKD : 2/month 2/mth <2/mth 2. Late comer/Late exercise CKD : 2/month 2/mth 1. Abseenteismn - 4.3% 4.30% 4.30% 1. Abseenteismn - 4.3% 4.30% 4.30% 1. Abseenteismn - 4.3% 4.30% 4.30% 1. Abseenteismn - 4.3% 4.30% 4.30% 1. Abseenteismn - 4.3% 4.30%
LateComers 20/month * Miss Exercise 20/month * (LC & CKD) LC : 120 CKD : 249 (exclude relief MP) Turnover 1.0%
1 hr /person /yr
> 1 hr /person /yr
Training 1hr/person/yr 3. Turn over - 1%
1hr/yr 1%
>1hr/yr < 1%
1hr/yr 1%
>1hr/yr < 1%
3.Training 1hr/person/yr 4. Turn over - 1%
1hr/yr 1%
>1hr/yr < 1%
3.Training 1hr/person/yr 4. Turn over - 1%
1hr/yr 1%
>1hr/yr < 1%
1hr/yr 1%
4. 100% Utilization of personal touch / month
6. Run out KPI # 1 - Down time
0 min
0 min
6. Run out KPI # 1 - Down time
0 min
0 min
Run out KPI # 1 - Down time Run out KPI # 2 - Crippled unit
0 min 0 unit
0 min 0 unit
5. Run out KPI # 1 - Down time 6. Run out KPI # 2 - Crippled unit
0 min 0 unit
0 min 0 unit
0 min 0 unit
0 min 0 unit
7. Run out KPI # 2 - Crippled unit
0 unit
0 unit
7. Run out KPI # 2 - Crippled unit
0 unit
0 unit
0 min 0 unit
COST
1) In house cost Manpower reduction LC CKD
-9 : -6 : -13
> -9 1. To reduce 13 manpower. 13 pax > 13 pax 1. To reduce 5 manpower. 5 pax > 5 pax 1. To reduce 1 manpower.
-KAIZEN PROCESS AT SUPPLY ASSEMBLY LINE SUPPLY.
2 pax
> 2 pax
1. To reduce 2 manpower. -KAIZEN PROCESS AT PICKING AND FILL IN PROCESS.
2 pax
> 2 pax
1. To reduce 1 manpower.
1 pax
Vios RR module IMV Packing Reduction Engine Jig &Hanger Hiace packing Reduction MSP CR 2) Consumable Non labour RM2.10/unit 3) KDCPO - RM5K/month ASR - RM400/month CKD 4) Hot item - counting/month LC 5) Hot item - counting/month
RM0.8mil RM0.9mil RM0.3mil RM0.02mil RM2.1mil RM2.3mil RM2.10 /unit > RM2.10 /unit RM5,400/mt h >RM5,400 /mth
2. Consumable Non labour RM2.10/unit
RM1.05 /unit
> RM1.05 2. Consumable /unit Non labour RM2.10/unit
RM1.05 /unit
> RM1.05 /unit
3. Establish KDCPO obeya. 2. Consumable Non labour RM2.10/unit 3. Establish KDCPO obeya. 4. Hot item accuracy audit [monthly] 5. Process enhancement at rec & unpacking. RM2.10 /unit > RM2.10 2. Consumable /unit Non labour RM2.10/unit 1 100% 3. Establish KDCPO obeya. 4. Hot item accuracy audit [monthly] 5. Process enhancement at rec & unpacking. RM1.05 /unit > RM1.05 /unit 1 100% 4. Hot item accuracy audit [monthly] -DAILY UPDATE BY LOG BOOK AND MONTLY ZERO OFF PART. 5. Process enhancement at rec & Supply.
3. Establish KDCPO obeya.
1 2. Consumable Non labour RM2.10/unit RM1.05 /unit
90%
100%
1 90%
1 90%
4. Hot item accuracy audit [monthly] -DAILY UPDATE BY CHECK SHEET AND MONTLY ZERO OFF PART. 5. Process enhancement at rec & unpacking.
90%
100% 3. Establish KDCPO obeya. 1

6. Run out KPI # 3 - EPR Run out KPI # 3 - EPR (EPR : Excess Part Cost with Built Out Scale) CPO cost for run out Air freight cost Cogi Local Cogi Import 50 to 100 50 to 100 RM250K RM3K < 50 < 50 <RM250K <RM3K 7. CPO cost for run out 8. Air freight cost (EPR : Excess Part Cost with Built Out Scale)
50 to 100 50 to 100 RM250K RM3K
< 50 < 50 <RM250K <RM3K
6. Run out KPI # 3 - EPR
50 to 100
< 50 < 50 <RM250K <RM3K
50 to 100
< 50 < 50
50 to 100
< 50 < 50
50 to 100
(EPR : Excess Part Cost with Built Out Scale) 50 to 100 7. CPO cost for run out 8. Air freight cost RM250K RM3K
(EPR : Excess Part Cost with Built Out Scale)50 to 100
(EPR : Excess Part Cost with Built Out Scale)50 to 100

7. CPO cost for run out 8. Air freight cost
RM250K RM3K
<RM250K <RM3K
7. CPO cost for run out 8. Air freight cost
RM250K RM3K
<RM250K <RM3K

(Vios Line)

1) Overflow - minimize overflow parts 2) EPRS LC CKD : 15 : 36
RM500K < RM500K RM130K < RM130K 9. Cogi Import 60 box/mth < 60 box/mth 1. Overflow - 150 2. Weekly GL & CL project status update. 51 < 51
RM130K 150 box
< RM130K < 150 box 1. Overflow - 150 2. Weekly GL & CL project status update. 150 box < 150 box 1. Overflow - 150 150 box < 150 box 1. Weekly GL project status update.

Apr'2009 ~ Dec'2010
2. Weekly GL & CL project status update. -1 / MONTH 1 PROJEK.
2. Weekly GL & CL project status update. -1 / MONTH 1 PROJEK.

3. EPRS [<36 calls / mth]
36 calls
< 36 calls
36 calls
< 36 calls
3. EPRS [<36 calls / mth] -MONTLY UPDATE EPRS STATUS.
36 calls
< 36 calls
3. EPRS [<36 calls / mth] -MONTLY UPDATE EPRS STATUS.
36 calls
< 36 calls
Target T2
Unpacking Process KPI / Activity
Target T1 T2
100% 100% 100% 2 times / week 4x 4x
1. GL safety finding [1 sub/GL/mth] 2. KUMI / SGA [1 sub/TL & TM/mth] 3. 4RKYT [1TL/month] 4. PCA audit [1 time / week] 5. Forklift lisence audit. (2 time / month) - SHD license - Dept license 6. CKD material handling equipment audit.
95% 95% 95% 1/week
100% 100% 100% 2 times / week 4x 4x
2x 2x
12x 12x 2 pax
- Equipment ( Forklift/ Gun/ Hoist) - Trolley maintenance 7. Establish 1 ERT member / shift [by end of 2011]. 8. Road Accident > Weekly briefing about road accident.
10x 10x 1 pax
12x 12x 2 pax
1. Establish SW obeya. > Weekly meeting 2. SW audit [4 SW / mth]
1 2 SW / mth
1 4 SW / mth
4 SW / mth
90% <2 min
3. To achieve average 90% job load eff 4. Monthly review yamazumi by sec. 5. To achieve <10 min / mth downtime. > To reduce part shortage & by monitoring critical part.
85% 2 min
90% <2 min
Level 4
1. To achieve GL level 3
Level 3
Level 4
Target T2
Unpacking Process KPI / Activity
Target T1 T2
<1 process 1. To reduce 1 proceses. > Reduce unpacking L3
1 process
<1 process
4.30%
1. Abseenteismn - 4.3%
4.30%
4.30%
<2/mth
2. Late comer/Late exercise CKD : 2/month
2/mth
<2/mth
>1hr/yr < 1%
1hr/yr 1%
>1hr/yr < 1%
0 min 0 unit
0 min 0 unit
0 min 0 unit
> 1 pax
1 pax
> 1 pax
> RM1.05 2. Consumable /unit Non labour RM2.10/unit 1 3. Establish KDCPO obeya. 4. Hot item accuracy audit [monthly] 5. Process enhancement at rec & unpacking.
RM1.05 /unit
> RM1.05 /unit 1 100%
1 90%
< 50 < 50 <RM250K <RM3K
50 to 100
< 50 < 50 <RM250K <RM3K
1. Weekly GL project status update.
Pillar
SAFETY
Main KPIs
Target

(Process KPIs)

In Plant Accident 1) Fatality 2) Loss Time Injury 3) First Aid 4) Near Miss 5) Incident
Target T1 T2
Lahimi Process KPI / Activity

1.1.1 Eliminate hazardous area, work hazard control and small group activity: > Human Safety > Equipment Safety 1.1.2 Establish safety corner visualization > Track and monitor 100% 4RKYT submission > Stop 6 hazard finding through KUMI and 100% submission for all member (TL/TM) (1.2) Maintain 1.2.1 Ensure Hazard mapping 100% submission 2x p/year 1.2.2 Awareness of equipment safety standard > Visualise all check sheet for equipment and monitor by GL?TL > Periodical equipment checking (1.3) Hazard Rank Down 1.3.1 Overall safety Rank Down > Rank A --> B (50%) > Rank B --> C (50%) > Rank C (50%) (1.4) 2 member from LC for ERT 1.5 Out side safety activity > All LC member submit mapping from house to ASSB > Reinforcement of safety vest > Weakly breafing for safety awareness during to come to work
Target T1 T2
Target T1 T2
Nor Zairin Process KPI / Activity
Target T1
- 0 case - 0 case - 1 case - 0 case - 0 case
1. GL safety finding [1 sub/GL/mth] 2. CL safety finding [1 sub/CL/mth] 3. KUMI / SGA [1 sub/TL & TM/mth] 4. 4RKYT [establish 4RKYT board] 5. PCA audit [1 time / qtr]
90% 90% 90% 90% 3x
100% 100% 100% 100% 4x
Training 1 TM/yr Training DSR 100% attendance PCA promotion PCA audit Hazard mapping Man & machine separation Safety Pilot Line
1hr/yr 100% 3/yr 1/month 2/yr CKD 1 process
6) 100% all forklift route for CKD & LC 7) Complete Separation of Man and Machine in Logistic. [ CKD & LC ] 8) Safety Pilot Line [CKD] PMRS [Unboxing] - 1 major process. 9) Jishuken supplier. 10) 100% SGA Submission (TL & TM) A 11) Hazard Rank-Down ----> B (50%) Targets B ----> C C 50% c/m 100% 4RKYT Submission
By Dec
By Sept
6. Tow truck & forklift lisence audit. [1 time / qtr] 7. CKD material handling equipment audit.
3x 3x
4x 4x
1 proces /Qtr
> 1 proces /Qtr
Supplier Jishuken MHF activity
2 suppliers 3/yr
50% down
> 50% down
8. Establish 2 ERT member / shift [by end of 2011].
2 pax
4 pax
ERT members
3/shift
Motorcycle audit Safety vest enforcemet Driving licence compilation Road hazard mapping
2/yr 3/yr 1/yr 2/yr
ENVIRONMENT
" Earth Protection " CO2 Reduction 1% 1) Co2 reduction - 1% from 2010 - 1% > - 1% Engine shutdown Supplier truck servicing Loading effiency review 1) SW level 4 (CKD/LC) 2) Job Load eff.90% 3) Downtime LC CKD 4) GL role level 3 5) Man hour improvement LC CKD -3 (49 - 46) -6 (109-103) -9 process > -9 process 14 mins/mth 32 mins/mth 45 mins < 46 mins 4. To achieve average 90% job load eff 2.3 Carry out level up activities and achieve Yamazumi to 90% > Study process and job load > Study process design and group 2.4 Monthly audit by leader and know how process > CL understand 100% total of process > GL understand 100%, can do, can teach, kaizen and maintain SW > TL min 5 process understand, can do, can teach and kaizae > TM min 3 process understad, can do, can teach and kaizen 5. Monthly review yamazumi by sec. 6. To achieve <32 min / mth downtime. 7. Visit to others plant [2x/year]. [domestic]. 32 min <32 min 85% 90% 90% > 90% 2.1 100% GL know how SW 2.1.1 Quaterly SW maintanance and audit 1. Establish SW obeya. 2. SW audit [2 SW / mth] 3. Establish [CKD SW trainer - 2 pax] 1 1 SW / mth 1 pax 1 2 SW / mth 2 pax 100% ASSB 2/yr
PRODUCTIVITY





(2.10) Level Up GL role 1.1 Monthly Classroom & Gemba per shift (Visual Manual & 100 Questionnaires) 1.2 Enforce compliance to manual handbook 11elements (based on Logistics Dept's Master Trainer Guidelines) (2.11) Manpower Optimization 1.1 Process Kaizen Inventory System revamp to abolish manual jobs Continuous Yosedome activities ( refer SW Level Up) 2.10 GL level up activity > Prepare monthly training schedule base 5 pillar > Quaterly audit to all log GL to maintain level 3 > Prepare daily audit sheet for CL and above base on safety, Human, cost, abnormality and etc 2.11 Optimization logistic man power by > Correelation Yamazumi vs current no of process > Re study no of box/trolley/man (m3) 1. To reduce 6 proceses. 6 process >6 process
PRODUCTIVITY
Manpower Mgmt
Pillar
HUMAN DEVELOPMENT
Main KPIs
Target

(Process KPIs)
Target T1 T2
Lahimi Process KPI / Activity
Target T1 T2
Target T1 T2
Nor Zairin Process KPI / Activity
Target T1
1) Abseenteismn - 4.5% 2) Turn over - 1% 3) Late comer/Late exercise LC : 20/month CKD : 20/month Training 2hr/person/yr
4.50% 1% 40/mth
< 4.5% < 1% < 40/mth
3.1 Visulise and tracking > Quarintine absent without reason > Monthly dialoge with HR and Union for problem matic member
1. Abseenteismn - 4.5%
4.50%
<4.5%
1) Abseenteismn - 4.5% 2) Turn over - 1%
4.50% 1% 7/month
2. Late comer/Late exercise CKD : 20/month
20/mth
<20/mth
3) Late comer/Late exercise
2 hr /person /yr
> 2 hr /person /yr 3. Turn over - 1% 1% < 1%
4. 100% Utilization of personal touch
0 min 0 unit
0 min 0 unit
0 min 0 unit
0 min 0 unit
0 min 0 unit
0 min 0 unit
PXP return Project 1) In house cost Process reduction LC CKD -9 : -3 : -6 RM0.8mil RM0.9mil RM0.3mil RM0.02mil RM2.1mil RM2.3mil RM2.10 /unit > RM2.10 /unit RM5,400/mth >RM5,400 /mth > -9 5.1 Cost reduction activity > Process reduction from 49 to 46 process (minimum) => Receiving (1 process) => Supply 1 (1 process) => Supply 2 (1 process)
Sep-11
COST
12 pax
> 12 pax Cost reduction RM2.10
Vios RR module IMV Packing Reduction Engine Jig &Hanger Hiace packing Reduction MSP CR 2) Consumable Non labour RM2.10/unit 3) KDCPO - RM5K/month ASR - RM400/month CKD 4) Hot item - counting/month LC 5) Hot item - counting/month Run out KPI # 3 - EPR (EPR : Excess Part Cost with Built Out Scale) CPO cost for run out Air freight cost
Vios RR module IMV Packing Reduction Engine Jig &Hanger Hiace packing Reduction MSP CR 2. Establish KDCPO obeya. 3. Hot item accuracy audit [monthly] 4. Process enhancement at rec & unpacking. 1 90% 1 100%
RM0.8mil RM0.9mil RM0.3mil RM0.02mil RM2.1mil

5.4 Monthly counting for hot item > Monitor expensive part (Rank A part) 50 to 100 50 to 100 RM250K RM3K < 50 < 50 <RM250K <RM3K Run out KPI # 3 - EPR (EPR : Excess Part Cost with Built Out Scale) CPO cost for run out Air freight cost 50 to 100 50 to 100 RM250K RM3K < 50 < 50 <RM250K <RM3K > Monitor high quantity loss
Run out KPI # 3 - EPR (EPR : Excess Part Cost with Built Out Scale) CPO cost for run out Air freight cost
50 to 100 50 to 100 RM250K RM3K
< 50 < 50 <RM250K <RM3K
ATC cycle count ATC Stock take Loss reduction
1/week 30%


(Vios Line)

1) Overflow - minimize overflow parts 2) EPRS LC CKD : 15 : 36
60 box/mth
< 60 box/mth 6.1 Visualise of overflow > Investigation root cause and analysis > Top 10 part overflow to monitor 1. Weekly GL & CL project status update.
PC accuracy
100%
51
< 51

Apr'2009 ~ Dec'2010
6.2.2 Yokoten Milk Run 2009 study to other route 6.2.3 Returnable Rack for VIOS from TMT 6.3 Grap 2010 EPRS record and study root cause

> Top 10 EPRS part monitor > Checking part shortage by trip supply > Jishuken activity with production
36 calls
< 36 calls
Target T2
Nor Farha Process KPI / Activity
Target T1 T2
1.5hr/yr 100% 4/yr 2/month 3/yr CKD & LC 2 process
Road Accident In plant accident
0 0
0 0
3 suppliers 4yr Update Hazard mapping 2x/yr 2x/yr
4/shift
3/yr 4/yr 2/yr 3/yr
100%ASSB & 80% TLS
3/yr
Establish Yamazumi is process
8 process by 8 process by Aug May
Monthly update job manual status (ECI.ECN - 50%, GRA/COGI - 38%)
80%
100%
Target T2
Nor Farha Process KPI / Activity
Target T1 T2
4.30% Absenteeism Late comer / Late start up 0% Suggestion scheme 6/month
4.50% 0.40% 2/person/ month
< 4.5% < 0.4% 2/person/ month
0 min 0 unit
0 min 0 unit
Jul-11
RM2.20
RM2.3mil
System set up preparation for inventory revamp Local,Accs COGI aging months Local, Accs COGI monthly amount Import COGI aging months Import COGI monthly amount
?? 2 mths RM500K 2 mths RM130K
?? 2 mths < RM500K 2 mths < RM130K
Run out KPI # 3 - EPR 40% (EPR : Excess Part Cost with Built Out Scale) CPO cost for run out Air freight cost
50 to 100 50 to 100 RM250K RM3K
< 50 < 50 <RM250K <RM3K
100% Downtime due to ECI.ECN Wrong Hikiate ( 50% reduction from 2009 reduction) NQC result Monthly part master list maintenance 0 min 1.30% 98% 15th 0 min 0.30% 100% 15th with Log info
Pillar
SAFETY
Main KPIs
Target

(Process KPIs)
ENVIRONMENT
" Earth Protection " CO2 Reduction 1%
PRODUCTIVITY





(2.10) Level Up GL role 1.1 Monthly Classroom & Gemba per shift (Visual Manual & 100 Questionnaires) 1.2 Enforce compliance to manual handbook 11elements (based on Logistics Dept's Master Trainer Guidelines) (2.11) Manpower Optimization 1.1 Process Kaizen Inventory System revamp to abolish manual jobs Continuous Yosedome activities ( refer SW Level Up)
PRODUCTIVITY
Manpower Mgmt
Pillar
HUMAN DEVELOPMENT
Main KPIs
Target

(Process KPIs)
COST



(Vios Line)


Apr'2009 ~ Dec'2010


Honshin 2011 Shift B Assy

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ASSB Hoshin Kanri 2011 Division: Planning & Logistic

Actual (3Q results)

Result (Main KPIs)

2010 Result & Reflections

2011 Targets & Key Action Plan

Main Focus & Activities

MC safety audit not conducted due to resource constraint

Fire 0 case OFFSITE SAFETY Road Accidents 9 cases

Fire 0 case Road Accidents 12 cases

Fire 0 case OFFSITE SAFETY Road Accidents 9 cases

SW LEVEL UP W3 Level 4 Sealer Level 4 L3 Level 4

W3 Level 4 Sealer Level 4 L3 Level 4

SW LEVEL UP W3 Level 4 Sealer Level 4 L3 Level 4

PROCESS DESIGN IMPROVEMENT 95% Job Load Efficiency

(3) Develop Shop Trainers for each shop

ASSB Hoshin Kanri 2011 Division: Planning & Logistic

Actual (3Q results)

Result (Main KPIs)

2010 Result & Reflections

2011 Targets & Key Action Plan

Main Focus & Activities

Special LOGISTICS JIRITSUKA

Zero Parts Shortage Zero Parts Overflow

Zero Parts Shortage ?

Zero Parts Shortage Zero Parts Overflow

COST Competitive Cost

HUMAN CAPITAL Stable 11

HUMAN CAPITAL Absenteeism 4.5%

HUMAN CAPITAL Absenteeism 4.5%

LateComers 50/month Miss Exercise 200/month

LateComers 33/month Miss Exercise 189/month

LateComers 50/month Miss Exercise 200/month

Manpower 2675 (Jun)

Manpower 2640 (Jun)

Higher turnover trend from new MP supply contractor @ SOKA

Manpower 2675 (Jun)

ASSB Hoshin Kanri 2011 Division: Planning & Logistic

Result (Main KPIs)

2010 Result & Reflections

2011 Targets & Key Action Plan

Main Focus & Activities

vs. Concept. ASSB Contract & Permanent members

Facilities PJT 8 x 100% complete

Facilities PJT 8 x 0% complete

Facilities PJT 8 x 100% complete

HUMAN DEVELOPMENT SW/Kaizen Trainers 30 pax

SW/Kaizen Trainers 15 pax

HUMAN DEVELOPMENT SW/Kaizen Trainers 30 pax

SW/Kaizen TPS 100 pax

SW/Kaizen TPS 18 pax

Due to Manpower shortage & Volume Up, attendees was minimized

SW/Kaizen TPS 100 pax

FST 334 pax

Inline Dojo 5 shops GL role 80 pax TL role120 pax

Inline Dojo 3 shops GL role 40pax TL role 98pax

Inline Dojo 5 shops GL role 80 pax TL role120 pax

2011 Targets & Key Action Plan

Main Focus & Activities

3 ERT members/shift OFFSITE SAFETY Road Accidents 1 cases

SW LEVEL UP CKD Level 4 LC Level 4 (per KI-J SW Guideline)

(2.1) Level Up Activities

PROCESS DESIGN IMPROVEMENT 90% Job Load Efficiency *

(2.3) Maintain cycle time with increasing job load