1. The Continental Automotive Italy S.p.A. and Pisa plants.

Index

1. The Continental Automotive Italy S.p.A. and Pisa plants.

1.1

.

The Continental Corporation

1.2. Pisa Plants’ History

1.3. Pisa plant organization, products, customers

and certifications

2.Lean thinking & Lean production.

2.1. The start of the Lean approach

2.2. Introduction to “lean”

2.3. Lean thinking principles

2.4. Lean thinking tools

2.4.1. Value Stream Mapping Pag.18

2.4.1 a) Introduction Pag.18

2.4.1. b) The Five Steps of VSM Method Pag.19

2.4.1. c) Value Stream Map’s icons Pag.27

2.4.1 d) The Value stream map’s data Pag.30

2.4.2. The Plan For Every Part Pag.34

2.4.2. a) Introduction Pag.34

2.4.2. b) The PFEP data elements definition

2.4.2. c) The PFEP management Pag.36

2.4.2. d) The definition and the design of the supermarkets

using PFEP data. Pag.39

2.4.3 The Spaghetti chart Pag.41

3. The application of the lean thinking in automotive industry:

The “Continental” case study.

3.1. The aim of the value stream mapping use in Continental

3.2. The value stream mapping in Continental: practical case

3.2.1. The component choice Pag.44

3.2.2. The SDI Armature/Needle current state value stream map Pag.47

3.2.2. a) The SDI Armature/Needle current state value stream map

part I Pag.47

3.2.2. b) The SDI Armature/Needle current state value stream map

part II Pag.48

3.2.2. c) The SDI Armature/Needle current state value stream map

part III Pag.49

3.2.2. d) Considerations and calculations about the SDI

3.2.3. The Kaizen definition Pag.52

3.2.3. a) The SDI Armature/Needle kaizen definition part I Pag.52

3.2.3. b) The SDI Armature/Needle kaizen definition part II Pag.53

3.2.3. c) The SDI Armature/Needle kaizen definition part III Pag.54

3.2.3. d) The Kaizen definition Pag.55

3.2.3. e) The Kaizen roadmap Pag.57

3.2.4 The SDI Armature/Needle future state value stream map Pag.58

3.2.4 a) The SDI Armature/Needle future state value stream map

part I Pag.58

3.2.4 b) The SDI Armature/Needle future state value stream map

part II Pag.59

3.2.4 c) Considerations and calculations about the SDI

Armature/Needle Future State Value Stream Map Pag.60

3.2.5 The SDI Armature/Needle new current state

value stream map Pag.63

3.2.5. a)The SDI Armature/Needle new current state

value stream map part I Pag.64

3.2.5. b)The SDI Armature/Needle new current state

3.2.5. c)Considerations and calculations about the SDI

Armature/Needle new current state Value Stream Map Pag.66

3.3. The aim of the value stream design use in Continental

3.4. The value stream design in Continental: practical case.

3.4.1. The SDI-EVO future state value stream map. Pag.69

3.4.2. Considerations about the SDI-EVO

future state value stream map Pag.70

3.4.3 The SDI-EVO valve body value stream design Pag.70

3.4.3. a) The SDI-EVO valve body future state

value stream map part I Pag.71

3.4.3. b) The SDI-EVO valve body future state

value stream map part II Pag.72

3.4.3. c) Conclusions and calculations on the SDI-EVO

valve body future state value stream map. Pag.73

3.4.4. Detected and put forward improvements (kaizen). Pag.76

3.4.4 a) Note of calculation and method applied to the economic

analysis of the put forward kaizen Pag.77

3.4.4. b) Kaizen 1: Integration of brushing operation in

3.4.4. c) Kaizen 2:Allocation of eddy current sorting process

at the steel supplier plant Pag.82

3.4.4 d) SDI-EVO valve body new future state value stream map Pag.87

3.4.4 e) Conclusions and calculations on the SDI-EVO

valve body new future state value stream map. Pag.88

4. Conclusions and future developments