JIm Johnson Engineering Excellence

Jim JohnsonOverview and Presentation

Topics

• Project Management

• Machine Design and Development

• Project Costing

• People Skills

• Product Development

• Conclusion

• Project and Process maps were generated (Excel and Visio) to identify process flow and establish the foundations for the systems, components and requirements criticality. Utilities and facilities requirements were also identified for assignment of ownership and responsibility

• Vendor - Establishing of vendor tasks and timeline were done using of Excel and MS Project

• Timelines and milestones were established and agreed upon to monitor and measure the status and progress throughout the project

• Conference calls with vendor at appropriate times

Fluorescent Lighting - New Glass LinesProject Management

• On site reviews and project status meetings both at the vendors and our site to insure project was on track and proceeding as expected and within the design guidelines and budget

Design Reviews and Milestones• PDR’s (Preliminary Design Review) established,

scheduled and executed• CDR’s (Critical Design Review) established,

scheduled and executed• Sub-System and System Run-Off and Buyoffs

were scheduled and executed in the Project Plan• Lines were broken into Operational Modules

Fluorescent Lighting - New Glass LinesProject Management

New Catenaries

Upgrade End-formers

New Vacuum Boxes

Gantry StyleSkid Loaders

New Gas-Oxy Furnace: Separate Furnace Project

$18.5 Million

Olivotto Drawing & Crack-off

Line-1 T12

Centralized Control Room

Line-3 T12

Line-2 T8

SO2 Application

Fluorescent Lighting - New Glass LinesCold-End Upgrade Philips LightingCold-End Upgrade Philips Lighting

$14.5 Million Project$14.5 Million ProjectCapable of producing Capable of producing 187,000,000 Lamps per 187,000,000 Lamps per yearyear

Cold-End UpgradeCold-End Upgrade

Air Catenaries

Vacuum Boxes

New Gas-Oxy Furnace

Control Room

SO2 Application

Fluorescent Lighting - New Glass Lines

Cold-End UpgradeCold-End Upgrade

Air Catenary

Vacuum Box

Control Room

Roller Bend Section

AdjustablePlatform

Fluorescent Lighting - New Glass Lines

• Identify probable vendors (3-6)

• Develop and distribute a “Vendor Survey”

• Visit to Vendor sites if feasible

• References (Project and Customer)

• Review quality programs

• Selection of final vendors

• Review of Bid package and Schedule

• Quote/Bid package review

• Vendor selection

Machine/Equipment Supplier SelectionDesign & Development

• Development of Test & Acceptance criteria• Process FMEA’s• Design FMEA’s• Design of Experiments• Design for manufacturing & maintenance• Machine qualification• Design and fabrication of many tools and

fixtures producing 1000 to 1.5 million parts per year including sheet metal, molded and cast components

Machine/Equipment Design & Development

• Established Budget• Vendor expectations• Accountability: both customer and vendor• Justification of cost adjustments• Appropriate reviews of budget status• Visibility and Communication• Mitigation of costing issues• Alternative Actions/Planning

Project Budgeting

• Establish Roles and Responsibilities

• Set Expectations

• Maintain Accountability

• Empower your Team Members

• Monitor and Discuss Progress

• Keep Communications Open

• Establish Positive Relationships

• Focus and Plan for Success

People Skills

Mark VII Automated Car Wash System – Product Development

• Automated car wash system

• Principle Engineer and Project Manager

• Components in machine reduced from ~2700 to ~1500

• Operates at 60% more efficient

• 80% faster cycle time

• From concept to production prototype in less than 8 months.

• All mechanisms and systems were designed using the latest digital modeling and analysis tools.

Development/Project management, whether process or product, is a very dynamic process

All Stakeholders and Requirements must be addressed and satisfied

Budgets must be Set, Monitored, Controlled and Accounted for

Visibility, Action and Communications are Key to the Success of our Projects and business

It takes a “Team Effort” to be Successful and a good Team Leader to Energize, Drive and Bring out the Best in the Team Members

Conclusion and Future

The Future (Cont.’) It is my belief that industries as a whole, are in the

middle of and ready for significant changes. With the advancements in materials, processes and

management methods, we are on the brink of significant changes over the next 10-15 years.

Many of those changes are beginning now. We need to be prepared and ready to provide our customers with solutions that meet today's requirements as well as look forward to the future requirement of the industries we serve. This means that we need to maintain close relationships with those companies so we can be there first choice in the business’ we are involved in.

In short we need to be a partners in what our customers do, not just a supplier vying for their business. Proactive to their needs, not reactive.

The Future (Cont.’)

• Be aware of events affecting your business and products

• Explore and investigate complimentary or parallel business opportunities on a regular basis

• Measure:What is the state of your market todayWhere you do you believe that it is headedHow does our company and its products fit

into the future of the business plan