Actions Taken:

1) Facilitated a series of Rapid Improvement Events (Kaizen).
2) Re-balanced the work content in each of the Assembly Cells.
3) Developed and implemented layout improvements to accommodate new balance.
4) Standardized work content and tasks across both shifts.
5) Developed and implemented an improved Preventive Maintenance Program.
6) Developed and implemented a visual display board at each cell with the following key measurements: hourly throughput; downtime due to maintenance; downtime due to material outages; labor minutes per assembly.
7) Developed and implemented a daily Shop Tour of the display boards where management could review plant performance in real time.

Results:

4 Standard manpower reduced from 249 to 172.
4 Resulting in an annualized savings of approximately US$1,925,000.
4 Maintenance related downtime reduced by over 30% and productivity improved by up to 35%.

Baseline Conditions:

4 The Client is a manufacturer of metal fabricated assemblies for the automotive industry.
4 Mercedes- Benz, GM, Saturn; Freightliner.
4 The project focused on eleven assembly cells in the client’s 1 million square foot facility.
4 The 650 hourly employees are represented by the UAW.
4 At project inception, the eleven assembly cells were manned with 249 operators, on two shifts.
4 There was excessive overtime required to meet the daily and weekly demand on these cells.
4 PPM defective for the major customer were at unacceptable levels.