Truck Operating System - ToS

7/16/2019 Truck Operating System - ToS

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TOS_System_description_direct_090619.ppt

Truck Operating System (TOS)

Truck Operating System

TOSCommercial Vehicles Division


System Description





Preamble

DCPS, the DaimlerChrysler Production System, describes the basic structure of the production

organisation for all DaimlerChrysler commercial vehicle sites.

At Daimler Benz before the merger with Chrysler we used a number of operating systems, and atChrysler we used the Operating Principles. We have compared the systems as part of the

integration effort and found that the basic elements were the same. We then linked the best parts

from each system to create our new system. As we started from a common base there were not

many changes necessary compared with the already known systems, principles and methods.

Our Production System is the synthesis of principles and methods which we use to manufacture

our products - particularly products for automobile production. Although our common

DaimlerChrysler Production System will help us to work as a corporation, the current operating

principles and methods will also be influenced by local conditions, cultures and agreements at our

production sites around the world. In this handbook our particular conditions relevant to theproducts and sites have been considered. This interplay of principles and methods impacts the

resulting work safety, quality, delivery, costs and staff issues.

The DaimlerChrysler Production System creates standardized processes to assure smooth

production and quality of products and reduce staff work stress. By being involved, employees

have a direct impact on the design of their Production System, the performance required of them

and continuous improvement. Standards can be worked out specific for each site. The sites

compile implementation plans with priorities depending on the current situation. Our Production

System thus provides the framework for the implementation and further development of successful

methods. Through consistent implementation of the principles of the DaimlerChrysler Production

System the competitiveness of the corporation and the working situation of the staff will be further

improved.

We view the high qualifications of our staff as an advantage and an indispensable condition for

quality and flexibility. The production work is therefore structured by DaimlerChrysler Production

System in such a way that it is attractive to skilled staff and allows them to use their qualifications.

The plant fulfil the conditions by offering job training and additional courses. Comprehensive tasks,

where appropriate and economically feasible, help make jobs more attractive and remuneration

better, both now and in the future.






In the course of implementing the DaimlerChrysler Production System , suitable instruments for

controlling and evaluating the implementation were developed. These measures will be useful to the

further development of DaimlerChrysler Production System .

The implementation of DaimlerChrysler Production System is part of DaimlerChrysler corporate vision

and policy.

DaimlerChrysler Production System





DaimlerChrysler Production System

Vereinbarung

Wir vereinbaren, das DaimlerChrysler Produktionssystem zu implementieren und zu betreiben.

Wir führen alle notwendigen Aktivitäten durch, um die erfolgreiche Implementierung abzusichern.

We commit to implementing and operating the DaimlerChrysler Production System. We will

undertake all necessary activities to ensure the successful implementation.

Dr. Bartke Diez

Hebe Dr. Maier





Contents overview

A Truck Operating System

B Subsystems

C Operating Principles and Tools

D List of Abbreviations

E Imprint

F Attachments

6

12

28

95

96

97





A Truck Operating System

System

Definition

7

8






C l a r i t y o f T a s k s a n d R o

l e s

L e a d e r s h i p

E m p l o y e e I n v o l v e m e n t a n d D e

v e l o p m e n t

W o r k G o u p O r g f a n i z a t i o n a l S t r u c t u r e

S a f e W o r k P r a c t i c e s a n d E n v i r o n m e n t a l

A w a r e n e s s

S t a n d a r d i z e d

M e t h o d s a n d P r o c e d u

r e s

V i s u a l T e c h n i q u e s / 5 S

P u l l P r o d u c t i o n

P r o d u c t i o n S m o o t h i n

g

C o n t i n u o u s f l o w P r o c e s

s i n g

C u s t o m e r D e m a n d R a

t e

W a s t e E l i m i n a t i o n

Just in Time Continuous

Improvement

Quality

Focus and

Robust Processes

and Products

Standardi-

zation

Human

Infrastructure

C u s t o m e r s F o c u s

( I n t e r n a l a n d E x t e r n a

l )

R o b u s t P r o c e s s / P r o d u c t s a n d p r e v .

Q u a l i t y A s s .

Q u i c k I s s u e D e t e c t i o n

a n d

C o r r e c t i o n

1.1.1

1.1.2

1.1.3

1.1.4

1.1.5

1.1.6

1.1.7

1.1.8

1.1.9

1.1.10

1.1.11

1.1.12

1.2.1

1.2.2

1.2.3

1.3.1

1.3.2

1.3.3

1.3.4

1.3.5

1.3.6

1.4.1

1.4.2

1.4.3

1.4.4

1.4.5

1.4.6

1.4.7

1.4.8

1.5.1

1.5.2

1.5.3

1.5.4

1.5.5

2.1.1

2.1.2

2.1.3

2.1.4

2.1.5

2.1.6

2.1.7

2.1.8

2.2.1

2.2.2

3.1.1

3.1.2

3.1.3

3.1.4

3.1.5

3.1.6

3.1.7

3.1.8

3.2.1

3.2.2

3.2.3

3.2.4

3.2.5

3.2.6

3.2.7

3.2.8

3.2.9

3.2.10

3.2.11

3.2.12

3.3.1

3.3.2

3.3.3

3.3.4

4.1.1

4.1.2

4.2.1

4.2.2

4.2.3

4.2.4

4.3.1

4.3.2

4.3.3

4.3.4

4.3.5

4.3.6

4.4.1

4.4.2

5.1.1

5.1.2

5.1.3

5.1.4

5.1.5

5.1.6

5.1.7

5.1.8

5.1.9

5.1.10

12 15 21 29 34 42 44 52 64 68 70 74 80 82 93

S u b s y s t e m s

O p e r a t i n g P r i n c i p l e s

T o o l s

R e s u l t s

Safety, Quality, Delivery, Cost, Morale (S, Q, D, C, M)






What is the new Truck Operating System?

Definition:

The Truck Operating System is an integrated model of how processes should be designed,

implemented and sustained within Daimler manufacturing. The Production System describes how

we will produce automobiles and parts, and how we will run the day-to-day business.

Description:

The description of this model as a model is deliberate. Models are highly integrated - the individual

elements or principles cannot function on their own, and the resulting model is one that is greater

than the sum of its individual elements.

Our Production System consists of five subsystems, fifteen operating principles, and multiple

tools. The remainder of this booklet will describe these elements in detail.

STANDARDIZATION

HUMAN INFRASTRUCTURE

QUALITY FOCUS AND

ROBUST PROCESSES

AND PRODUCTS

WA S T E

J U S T

I N

T I M E

C O N T. I M

P R O V E M

E N T

SHOP

FLOOR





Why implement a Production System?

Today’s highly competitive global economy is characterized by companies which provide their

customers with high quality products at competitive prices with just in time delivery. High quality is

an attribute desired by all customers, but the marketplace is littered with companies who ignored

the cost of this quality. Customers also require competitively priced products. It’s often postulated

that speed is the true competitive edge in business today. But delivering poor quality or high cost

products faster than your competitors is simply ridiculous. Therefore, corporations that want to

enjoy long-term success must have the ability to provide the high quality products their

customers desire, at low cost, faster than the competition.

Corporations are more than buildings, equipment, and capital. What differentiates one corporationfrom another are the people. If a corporation attempts to deliver high quality products, at a low

cost, with a short lead-time, but ignores the development of its people, they won’t enjoy long-term

success. A successful enterprise needs to utilize the full potential and expertise of each and every

person. Poor working conditions and a lack of employee development and involvement indicate a

disrespect for human dignity. Only the utmost respect for all employees can be tolerated by an

organization focused on long-term growth and survival. Empowered employees working in a clean,

efficient, safe, and waste-free environment is an expression of this respect.

Who is involved in implementing the Production System?

The nature of change that the implementation of the Production System entails requires theinvolvement of everyone in the organization.

Where do we implement the Production System?

Although the Truck Operating System can and should be applied across many aspects and functions

within our company, the focus is shopfloor implementation. As raw material is converted into a

finished product, value is added on the shopfloor. This is where the implementation of the

Production System should begin and be focused. The shopfloor focus will yield an immediate return

on the investment of the time and effort applied by everyone.





How do we implement a Production System?

Establishing flow (an element of just in time production) is where to begin. Problems become

apparent as a result of this implementation focus and will provide a roadmap to follow in implementing

the other subsystems and their respective tools and techniques. The resolution of these problems will

require the response of everyone in the organization (including advanced manufacturing) and a strong

commitment from the organization’s leadership to ensure success. A strategy of deploying the 5S’s

(should be launched early in the process) will then provide stabilization and set the stage for

standardization and continuous improvement.

The five Subsystems of the Truck Operating System

Human Infrastructure enables Daimler to operate a world classmanufacturing system. It defines our roles and organizational structure and

management, and it emphasizes the involvement of all employees in the

achievement of our company’s goals.

Standardization is a fundamental philosophy and practice that ensures that

a process is performed exactly in the same manner on all shifts with each

cycle. Each single standard represents at a given moment the best, simplest

and safest way to perform a task

Quality Focus is the effort of all employees to achieve zero defect products.Robust processes and products means to design products capable of

holding their tolerances and enable processes to obtain predictable, stable,

and in-control results.

Just-in-time is producing what the customer wants, in the amount they

want, when they want it, using only the required material, equipment, labor,

and space.

Continuous Improvement is a process for continuously finding improve-ments in our current standards through systematic analysis and development

of creative solutions to implement and strengthen the production system.

HumanInfrastructure

Standardization

Just-in-time

ContinuousImprovement

Quality Focus &Robust Processes

and Products





For the corporation to succeed in the world economy our processes must be continuously

improved to ever higher levels of quality in both products and processes. To enable continuous

improvement waste must be eliminated.

The basis of continuous improvement is standards. Standardization assures that the gains made

through continuous improvement of the products and processes do not return to previous levels. As

processes are optimized through continuous improvement , the standards are accordingly adapted.

The power for the maintenance and improvement of a production system lies with its team oriented

human infrastructure. Operators, managers, and engineers work together to eliminate waste and

improve the process. The utmost respect for the time and effort of all employees in the system

requires an enlightened leadership style. A leadership style that is characterized by:

• the free sharing of information

• development of teamwork

• fostering creativity

• empowering employees

• setting and achieving goals• involving employees.


The center of the model is the Just- in-time subsystem. Within

manufacturing the focus of process

improvement should begin on the

shopfloor. Processes should be

designed to flow one piece at a

time, when the downstream process

issues a pull signal. The rate at

which production flows is based

upon the customer demand . Since

customer demand fluctuates, a

method to smooth or level the

demand over time is required for a

stable production environment.

STANDARDIZATION

HUMAN

INFRASTRUCTURE

QUALITY FOCUS AND

ROBUST PROCESSES

AND PRODUCTS

WA S T E

J U S T

I N

T I M E

C O N T. I M

P R O V E M

E N T

SHOPFLOOR





B Subsystems

Human Infrastructure

Standardization

Quality Focus and Robust Processes and Products

Just-In-Time

Continuous Improvement

13

16

19

21

24





1. Human Infrastructure

What is Human Infrastructure?

Definition:

Human Infrastructure enables Daimler to operate a world class manufacturing system. It defines

the principles of our roles, organizational structure and the principles of leadership. It emphasizes

the involvement of all employees in the deployment and achievement of our company’s goals.

Description:

The skills, efforts and creativity of employees are channeled and supported by programs and

systems based on mutual trust and respect. These processes effectively link the technical and

human aspects of manufacturing, thereby enabling the involvement of the employees.

Why is Human Infrastructure important?

Structured approaches to each operating principle ensure consistent application of policies and

practices for all members of the company. This subsystem develops core competencies and defines

behaviors required to effectively implement the Production System. Human Infrastructure defines

our employees as the necessary and fundamental element of manufacturing.






How do you implement Human Infrastructure?

Operating principle relationship

The Human Infrastructure subsystem consists of five operating principles:

Leadership - We will lead the organization toward the achievement of goals through the

implementation of our operating principles and using our leadership tools. The supervisors,

particularly the Team Leaders, play a key role here.

Role Clarity - We will clearly define operation and system responsibilities for all levels of the

organization. The resulting job profiles have been worded in job descriptions

Employee Involvement and Development - The effort and ability of all our employees are valuable

resources. We will ensure that neither is wasted. We will promote joint activities between

employees, management and unions to achieve our goals. Employees should be developed through

training programs and increased involvement.

Work Group Organizational Structure - We should be organized utilizing a group structure

composed of individual teams that work together to accomplish defined tasks as a group. The aimis to constantly improve our competitiveness and thus secure jobs, and to improve the employees’

situation in manufacturing and the related areas wherever applicable.

Here we wish to draw attention to the integration of handicapped employees. The rulings on the

company agreements on teamwork at the individual sites will be taken into consideration.

Safe Work Practices and Environmental Awareness - Safety is a key operating principle and will

be emphasized at all times. The company and all employees operate with a sense of social

responsibility by conserving resources and protecting the environment.






Requirements – preconditions

Prerequisites for the success of the Human Infrastructure subsystem are open channels of

communication, flexibility and commitment between labor and management.

The Human Infrastructure subsystem is part of and reflects the culture of the society, the skills of

the workforce and the economic situation.

Linkages to other subsystems

Standardization provides the opportunity for increased role clarity

and ensured safe work practices, as well as the involvement of

operators and their further development.

Quality build in allows employees to raise the flag when abnormal

situations arise and contribute to their quick resolution.

JIT develops internal customer focus.

Continuous Improvement fosters employee involvement and

development and provides opportunities to implement creativesolutions and ideas.

HumanInfrastructure

Standardization

Quality Focus

and RobustProcesses and

Products

Just-in-time

Continuous

Improvement





2. Standardization

What is Standardization?

Definition:

Standardization is a fundamental philosophy and practice that ensures that a process is performed

exactly in the same manner on all shifts with each cycle. Each single standard incorporates the best,

simplest and safest way - at that specific time - to perform a task.

Description:

Standardization should be implemented from a systemic point of view with respect to theintegration of manpower, methods, machining and material. The goal of standardization is to bring

repeatability to each (standardized) process. It is important that the standard and any deviation is

visually apparent. Standardization does not restrict the required manufacturing flexibility

Standardization provides a means to stabilize existing processes that are subjected to changes in

volume, manpower, product , etc. It also prevents a process slipping back to a previously inefficient

state. The aim is to encourage employee involvement and creativity which provides the basis for

continuous improvement. The nature of standards is not that they are fixed forever but enhanced

continuously by improvements - providing a opportunity to involve all team members in the processof standardization.

Why do Standardization?

Within the Truck Operating System, the subsystem of standardization ensures that each process

contributes to the production of our products in a way that is safe, efficient, and predictable in

quality. It also ensures that from the start quality is built into the process for all activities in the

organization.





2. Standardization

How do you do Standardization?


The Standardization subsystem consists of two operating principles:

Standardized Methods and Procedures - Each process is standardized to ensure a safe operation,

reduce process variability, ensure quality and form the basis for continuous improvement.

Visual Techniques - The manufacturing processes are organized so that everyone can tell at a

glance if production activities are proceeding normally. Any abnormalities are visually apparent.

Supported by a 5S system and process (Sift, Sort, Sanitize, Sweep, Sustain). All steps should be

continually repeated and improved.





2. Standardization


• A well organized work place that promotes the repeatability of work.

• Work instruction format that is easily understood and designed to capture and display major steps

and key points related to operator safety, product quality, and process efficiency.

• Two way communication between process engineers and process operators.

• The standards are optimized primarily by the employees themselves; in the case of expert

activities employee involvement is assured.


The development of Standardized Work Instructions provides the opportunity for

meaningful involvement and development of employees.

Standardization provides a starting point in effectively solving problems related

to the capability of a process.

Ensures the predictable material usage and production required to implement

JIT.

Serves as the basis for Continuous Improvement, as non-standardized processescan include unknown discrepancies which can nullify an improvement.

HumanInfrastructure

Standardization

Quality Focus

and Robust

Processes and

Products

Just-in-time






3. Quality Focus and Robust Processes and Products

What is Quality Focus and Robust Processes and Products?

Definition:

Quality Focus is the effort of all employees to achieve zero defect products and performances.

Robust processes and products means to design products capable of holding their tolerances and

enable processes to obtain predictable, stable, and in-control results.

Description:

In order to effectively meet the requirements of our customers, a quality focus mindset (from allemployees) and robust processes and products are required. This subsystem must provide built-in

quality the first time. Therefore preventive action is taken (i.e. Process-FMEA) and equipment is kept

capable by application of Total Productive Maintenance (TPM). Quality-Stop ensures that no defects

are passed on.

Why is Quality Focus and Robust Processes and Products important?

This subsystem helps to ensure and improve product and process quality. Workers are heavily

involved in their role of best specialists for their respective task and equipment – this strengthens

morale. No defective part is released into the next process. Second, reliable processes are necessary

to have a material flow without excessive buffers.

•Through the use of tools that ensure quality is built in the first time

•Install TPM to achieve robust processes with equipment

•Process audits to regularly confirm the level of process capability•Through the systematic implementation of a Quality Management System, In US: MQAS, QS

9000, ISO 9000; In Germany: VDA 6, QS 9000, ISO 9000

•Implementation and application of quality feedback loops to systematically catch defects at the

source and then drive them out of the system (e.g. using Q-stop)

How is Quality Focus and Robust Processes and Products implemented?





3. Quality Focus and Robust Processes and Products


Three operating principles support the subsystem:

Quick Issue Detection & Correction – We will quickly determine abnormalities and respond with

effective analysis and countermeasures.

Robust Processes/Products & Preventive Quality Assurance – The manufacturing Process and

products are designed and maintained in a way that ensures first time capability and reliably

produces high quality products.

Customer Focus (Internal & External) – Each process is designed and each job is performed with

an obligation of delivering the highest quality product (zero defect) to the next process.


Standardization is a precondition for all operations / processes. Good design for manufacturability

(e.g. error proofing) supports this subsystem.


Quality targets are best communicated through the use of policy deployment

A key result of Standardization is repeatability and reduced process variation.

Just in Time is supported by the predictability and stability of robust processes.

The ever increasing drive to provide customers with superior quality products is

supported by implementation of a Continuous Improvement mentality.

HumanInfrastructure

Standardization

Quality Focus

and Robust

Processes and

Products

Just-in-time






4. Just In Time (JIT)

What is Just-in-time?

Definition:

Just-in-time is producing what the customer wants, in the amount they want, when they want it, using

only the required material, equipment, labor, and space.

Description:

JIT is basically an information and material flow concept based on self-steering chains (flow layout,

pull concept). Its aim is processes which are as simple and efficient as possible, customer-focused

manufacture, a minimum of stocks and short lead-times.

The resulting lean system contains no slack (e.g. buffer stocks, unnecessary machinery, excess staffetc.) as a traditional process does. At the same time it provides the necessary flexibility and scope

for development to accommodate short-term and long-term adjustments.

Product development (e.g. design to assembly, building brick concept, late variant option) and

manufacturing planning (basic layout of manufacturing process incl. innovations) are the basis for the

success of Just-in-time. In the plant this process of continual improvement supports the stabilization

of the concept and further improvements.

Why do Just-in-time?

JIT is a fundamental subsystem in the overall Production System. It directly supports the goals of the

Production System to supply the highest quality product at the lowest cost with the shortest lead-

time through the elimination of waste.





4. Just In Time (JIT)

How do you do Just-in-time?


The JIT subsystem consists of four operating principles:

Production Smoothing: Product volume and variation are balanced to ensure a smooth flow of

production and to enable a pull production system and efficient flow of material.

Pull Production: Each production process produces based on the demand from the next process.

The movement of material is controlled by the signal from the customer. This also means that all

processes have to be stabilized promptly, e.g. by consistently dealing with errors.

Continuous Flow Processing: The production process is organized so it flows continuously at a

constant rate from beginning to finished process. The optimal flow is one piece at a time. Where lot

production is required the smallest lot possible should be used.

Customer Demand Rate: Build rates and line speeds are based on customer demand. Each process

is designed so that the process cycle time corresponds to the takt time.


JIT depends in the broadest sense on the required technical, process and social components to

achieve the efficient functioning of the manufacturing system. These include:

• Team layout and multi-product manufacture; staff who can work flexibly, with a correspondingly

wide range of work skills.

• Methods of reducing die change time when manufacturing small lots

• Smoothing the demand over all the work stations.

• Managing the quality of products and process to ensure process assurance.

• Visual information and steering systems

• Assuring high availability by means of TPM (Total Productive Maintenance)

• Standardization

• Consistent removal of hindrances.





It is essential to assure that knowing about problems means changing the processes. This

presupposes a climate where criticism is tolerated and there is willingness to learn and take risks

in expressing and implementing new ideas. A precondition is clear acceptance by the supervisors

and “living” this culture.

Just-in-time can only be successfully implemented if the adjacent areas along the process chain

can implement the subsystems of the manufacturing concept in an analog and agreed way.


The right skills, flexibility and willingness on the part of employees enable

fleible and accurate manufacture necessary for JIT. All staff are committed to

pass on only defect-free parts to the next process.

Production requirements must be stabilized and standardized before just in

time can be used effectively.

Error-free production, stable processes, quick elimination of defects and the

commitment of the staff to pass only defect-free parts to the following process

are the basic requirements for successful JIT.

JIT directly affects and is affected by the Continuous Improvement subsystem.

The implementation of JIT eliminates waste in all its forms (i.e. 7 waste

reduction, particularly the waste of over-production).

HumanInfrastructure

Standardization

Quality Focus

and Robust

Processes and

Products


Just-in-time





5. Continuous Improvement (CI)

What is Continuous Improvement?

Definition:

Continuous Improvement is the process of continuously finding improvements in our current

standards - by the employees too - to improve our efficiency and our work situation. This is achieved

by systematic analysis and development of creative solutions to implement and strengthen the

Production System.

Description

The goal of continuous improvement is to recognize and reduce or eliminate non-valued added

activity, reduce process lead-time, eliminate waste, and enhance the working environment of all

employees (e.g. ergonomics, safety, involvement ..). Waste is defined as anything more than the

absolute minimum amount of equipment, materials, space, time, processing, and staffing needed to

add value to the product. Continuous Improvement aims at more intelligent rather than harder work.

Continuous improvement focuses on the elimination of (7) primary wastes associated with

manufacturing:

• Over production

• Product defects, rework

• Inventory

• Transportation

• Processing

• Motion

• Waiting

Continuous improvement requires the involvement and support of all employees. C.I. is a culture and

not simply a tool or program to be administered occasionally.

To secure this culture certain conditions must be fulfilled (e.g. participation time for employees,

adequate competence, skills and support). In the case of conflicting targets the aim should be to

seek solutions which are as harmonious as possible. The supervisors are responsible for putting the

developed steps into practice.






Why do Continuous Improvement?

As the transportation industry continues to become a more competitive global market, those

companies that survive will be the companies that continually improve. Therefore it is essential that

continuous improvement become a part of our culture in order to be the premier transportation

company in the world.

Continuous improvement offers a fundamental approach to staying competitive and fostering a

learning organization flexible enough to adapt to changing customer demands.

Every individual at every level of the organization has a role in continuous improvement. C.I. must be

integrated and systematic in order to be sustained. This means that everyone has ownership and

responsibility for continuous improvement.

How do you practice Continuous Improvement?

C.I. workshop is built on three pillars:

1) CI done by the workforce

2) CI done by experts and supervisory staff,3) individual participation in implementing the remaining solutions, e.g. suggestions and assessment

of standard work methods. These interact and complement each other.

Continuous improvement workshops can serve as a platform to introduce and implement continuous

improvement activity. Action-oriented workshops provide hands-on training and understanding of the

dramatic improvements that can be realized within a relatively short time period. A continuous

improvement workshop consists of a cross-functional team including management, direct and indirect

employees and other experts where required. C.I. workshops should be conducted by experienced

facilitators who can coach a team to realize high level improvements.






The C.I. workshop is a (3) phase tool:

1) workshop preparation (i.e. involving the workforce)

2) conducting the workshop,

3) workshop follow-up (i.e. implementation of remaining solutions).

The use of internal and external experts is done in accordance with work-oriented goals. The advisers

support the groups and train the workforce methodically for the long-term continuation of the

improvement processes within the workforce-supported CI process. Suggestions made by employees

are given consideration.


The continuous improvement subsystem consists of one operating principle:

Waste Elimination: We improve Safety, Quality, Delivery, Costs, and Morale and increase profit by

continuously eliminating waste and reducing manufacturing leadtimes.


Continuous improvement can only occur if it starts at the top and is actively supported by leadershipand all functional departments in the organization. Resources to implement continuous improvement

ideas must be made available.

The supervisors take up useable suggestions by the workforce and support their development into

applicable improvement suggestions. The employees are rewarded with a financial bonus for

suggestions implemented.







HI is a basic requirement for a learning organization using CI for lasting

success. The level of success for continuous improvement activity is strongly

tied to the level of employee involvement, development, role clarity and

leadership practices that we incorporate within our corporate human

infrastructure strategies.

Standardization is the foundation upon which improvements are built. It

provides a “base line” from which to identify problems more easily and to see

precisely how any change in equipment or manpower helps or hinders the

efficiency of the work process.

The concept of continuous improvement means we continuously improve the

robustness of our processes and products. Additionally, processes must be

stable before continuous improvement can take place or be sustained.

Just-in-time helps bring problems to the surface and allows to focus our

continuous improvement energy.

HumanInfrastructure

Standardization

Quality Focus

and Robust

Processes and

Products

Just-in-time







− Leadershop

− Role Clarity

− Employee Development and Involvement

− Work Group Organizational Structure

− Safe Work Practices and Environmental Awareness

Standardization

− Standardized Methods and Procedures

− Visual Techniques / 5S

Quality and Robust Processes and Products

− Quick Issue Detection and Correction

− Robust Processes / Products and Preventive Quality Assurance

− Customer Focus (internal and external)

Just-In-Time

− Production smoothing

− Pull Production

− Continuous Flow Processes

− Customer Demand Rate


− Waste Elimination

C Operating Principles and Tools

29

36

38

44

51

55

60

62

67

74

77

79

82

86

88





We will lead the organization toward the achievement of goals through the implementation of our

operating principles and using our leadership tools. Here supervisors, particularly team leaders, playa key role

• 2 way communication at all levels (incl. feedback)

• Policy deployment as a tool to manage the business and promote staff

• Clear mission (= clearly expressed) tasks and expectations of supervisors

• Follow up / audit procedure

• Prioritize employee development and involvement

• Focus on improvement (not maintaining)

Tools listed in this model are:

• Policy Deployment

• Employee Feedback

• Employee Opinion Surveys

• Employee Recognition

• Appraisal System

• Checklists and Monitoring

• TOS assessment by management (division audit)

• Standardized Communication Channels

• Team Development Activities• Management Assessment System

• Promotion and Support of Management

• Attendance Improvement Program

Tools

Human Infrastructure StandardizationQuality Focus and

Robust Processes

and Products


Improvement

L e a d e r s h i p

C l a r i t y o f T a s k s a n d R o l l s

E m p l o y e e I n v o l v e m e n t

a n d D e v e l o p m e n t

W o r k G r o u p

O r g a n i z a t i o n a l S t r u c t u r e

S a f e W o r k P r a c t i c e s a n

d

E n v i r o n m e n t a l A w a r e n e

s s

S t a n d a r d i z e d M e t h o d s

a n d P r o c e d u r e s

C u s t o m e r F o c u s

( I n t e r n a l a n d E x t e r n a l )



C o n t i n u o u s F l o w P r o c e

s s e s

C u s t o m e r D e m a n d R

a t e


Q u i c k I s s u e D e t e c t i o n a n d C o r r e c t i o n

P r o d u c t i o n S m o o t h i n g

R o b u s t P r o c e s s e s a n d P r o d u c t s a n d

P r e v e n t i v e Q u a l i t y A s s u r a

n c e

Human InfrastructureHuman Infrastructure

Leadership

Subsystem:






1.1.1.

C a s c a d e o f t a r g e t s

P e r i o d i c f e e d b a c k s e s s i o n s

Leadership

Subsystem: Human Infrastructure

HumanInfrastructure StandardizationQuality Focus &

Robust Processes

andProducts

Just inTime Continuous

Improvement

L e a d e r s h i p

R o l e C l a r i t y



W o r k G r o u p


S a f e W o r k P r a c t i c e s a n d

E n v i r o n m e n t a l A w a r e n e s s




( I n t e r n a l & E x t e r n a l )



C o n t i n u o u s F l o w P r o c e s s e s

C u s t o m e r D e m a n d R a t e


Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n


R o b u s t P r o c e s s e s & P r o d u c t s a n d

P r e v e n t i v e Q u a l i t y A s s u r a n c e

Tool Description Benefits

Policy

Deployment• Systematic approach to ensure

commitment to the annual

objectives of the company at all

levels

• Oriented to the most strategic

goals and critical successful

factors of his area (idea of value

based management)

• Targets are broken down from

corporate level to division to

plant to area to groups, teams,

etc.

• Goals must be accepted by

both sides

• Achievement of goals reviewed

several times per year allowing

for active feedback loops

(minimum is quarterly)

• Should be visualized onshopfloor together with quality

agreements

• It should be possible for Group

Leaders and groups to agree on

additional goals

• The rules and agreements

applicable to each staff level

must be followed

• Promotes involvement at all

levels of the organization

(business goals, objectives

and targets are shared with

all employees)

• Improves identification with

own work area and

consciousness of business

interests

• Promotes ownership and

commitment to company

success

• Promotes responsibility

and accountability for

meeting objectives

• Aligns organization

objectives with corporate

strategic vision





1.1.3.

1.1.2.

Leadership



Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p


















Employee

Feedback• Supervisors/managers receive

structured feedback from their

group/team/team members on a

yearly basis

• Participation by submitters is

voluntary. Feedback content is

confidential

• Methodical support demands

uniform implementation and

uniform quality standards of the

feedback (where required)

• The staff feedback should point

the direction for further

development

• Promotes open and

transparent relationships

• Provides an opportunity for

improvement

• Results in meaningful

feedback

• Establishes performance

expectations fromemployees to supervisors

Employee

Opinion

Surveys

• The surveys are carried out

regularly

• Opinion survey is anonymous• Company, department, and group

results are shared at feedback

meetings facilitated by the

supervisor

• Communication should be

constructive and understandable

to all employees

• Where necessary the meetings

should be used to initiate new

areas of activity and be backed up

by action and time schedules





1.1.5.

1.1.4.

Leadership



Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p


















Employee

Recognition• Supervisor recognizes the good

performance of an employee

• Recognition should be specific and

timely

• Appropriate recognition may be:

Positive feedback

Job rotation (for further staff

development)

Incentives

• Recognition may be verbal or written,

verbal is preferred

• Clear indication of what the supervisor

considers important to provide

orientation for a positive development

• Stronger relationships

between management and

employees

• Boosts morale of

employees

• Reinforces positive

performance

Appraisal

System• The appraisal system applicable at each

site will be implemented.





1.1.7.

Leadership



Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p

















1.1.6.


Checklists

and

Monitoring

• Checklists are developed for key

functions (e.g. TPM jobs)

• Checklists are monitored by staff

and supervisors

• Deviations are marked so action

can be taken

• Management require

completeness, precision and

feedback; this ensures systemfunction

• Forms a system for complying with

standards and reacting to critical

success criteria

• Improves process stability

• Enables rapid recognition and

elimination of problems

• Promotes disciplined work

• Promotes transparency of

responsibilities

• Promotes own responsibility

TOS

Assessment

by

Management

• Management regularly audits own

division, involving staff

• Goal is to keep to agreed

standards

• After the audits management

initiates supportive activity

• Audit results are visualized

• Increases management

competence

• Management takes responsibility





1.1.10.

1.1.9.

Leadership



Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p

















1.1.8.


Regular

Communi-

cation

• The supervisor informs the team

members in good time, goal-

oriented and with relevance to the

situation

• Everyone able to raise issues of

their work place, the surroundings,

management etc.

• The standardized communication

must take place regularly

• Informed and involved staff

• Common improvements

Team

Development

Activities

• Team development is a permanent

process. It is practiced on a daily

basis (e.g. in regular

communication or team meetings)

• Follow-up team development

events are held and usually

prepared, moderated and followed

up by a trainer

• Where necessary supporting

activities are initiated bymanagement

• Continuous improvement of

performance by the team

• Improvement of communication

also with customers and suppliers

• Establish a basis of trust where

even controversial discussions can

take place

Management

Assessment

System

• Standardized management

selection process to assess

candidates and find high

potentials. (e.g. LEAD)

• Process should take place every 2

years

• New position placements are

decided solely on Appraisal results

• Standardized process

• Objective management selection





1.1.12.

Leadership



Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p

















1.1.11.


Management

development

and support

• The management plays a key role in

TOS implementation. Appropriate

training schemes apply

• All management staff are trained

according to requirements

• Additional coaching of individual

managers is possible

• Management is responsible for

agreed training and coachingactivities

• Tried and tested selection and

potential assessment schemes (e.g.

Compass) will be used

• Improves responsibility of

management in their role

• Implementation involves more

commitment

Attendance

Improvement

Program

• Standardized communication loops

between supervisor, employee and

personnel department after sickness

depending on severity of sickness

• Each employee is encouraged to tellwork situations or processes which

stress physically in order to change

the situation through appropriate

actions

• Action to improve attendance is

tested for effectiveness

• The introduction and implementation

of these programs is based on the

agreements applicable at each site

• Increased Attendance

• Health of employees





We will clearly define operation and system responsibilities for all levels of the organization.

The resulting function profiles have been set out in the job descriptions.See quality management systems ( MQAS, VDA6, QS 9000)


• Job Descriptions

• Process Descriptions

• New Hire Orientation

Tools


Robust Processes

and Products


Improvement

L e a d e r s h i p




W o r k G r o u p



d


s s








s s e s


a t e


Q u i c k I s s u e D e t e c t i o n a n d C o

r r e c t i o n




n c e


Subsystem:Human Infrastructure

Clarity of Tasks and

Rolls





1.2.2.

1.2.3.

1.2.1.

Clarity of Tasks and Rolls



Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p


















Job

Descriptions• Written document describing an

employee’s

Task

Qualifications

Responsibility

• Roles are clearly communicated

• Documented in a manner that

ensures flexibility

• Promotes accountability

• Everyone knows line of

responsibility

• Establishes clear

expectations

• Clear task, competency,

and responsibility for all

concerned

Process

Descriptions• Written document describing the

different tasks and steps of a

process

• Definition of internal customer

/supplier relations

• Process not only job focus

• Is part of any Quality Management

System (ISO9000, VDA 6, QS9000,MQAS)

• Provides understanding

of process and

interfaces

• Promotes interest for job

rotation

• Improves cooperation

and flexibility

New Hire

Orientation• Structured introduction to:

Company policies/work

rules/mission

Culture

Safety

Operating System

Organization structure

• Special presentation by labor

representatives (where applicable)

• Promotes staff

orientation with

corporation

• Builds employee

commitment

• Establishes role clarity

• Speeds transition into a

new environment


Job

Descriptions• Written document describing an

employee’s

Task

Qualifications

Responsibility

• Roles are clearly communicated

• Documented in a manner that

ensures flexibility

• Promotes accountability

• Everyone knows line of

responsibility

• Establishes clear

expectations

• Clear task, competency,

and responsibility for all

concerned

Process

Descriptions• Written document describing the

different tasks and steps of a

process

• Definition of internal customer

/supplier relations

• Process not only job focus

• Is part of any Quality Management

System (ISO9000, VDA 6, QS9000,MQAS)

• Provides understanding

of process and

interfaces

• Promotes interest for job

rotation


and flexibility

New Hire

Orientation• Structured introduction to:

Company policies/work

rules/mission

Culture

Safety

Operating System

Organization structure

• Special presentation by labor

representatives (where applicable)

• Promotes staff

orientation with

corporation

• Builds employee

commitment

• Establishes role clarity

• Speeds transition into a

new environment





The effort and ability of all our employees are valuable resources. We will ensure that neither is

wasted. We will promote joint activities between employees, management and unions to achieve our

goals and support staff willingness to change. Employees should be developed through training

programs and increased involvement.

• Employee recognition

• Cross functional opportunities

• Transparent promotion process

• Involvement in continuous improvement

• Formal training and development programs


• On the Job Training

• Performance Standards

• Suggestion System

• Selection Process to employ new Team Members

• Shop Floor Training Area

• Continuous Improvement Implementation Area

Tools


Robust Processes

and Products


Improvement

L e a d e r s h i p




W o r k G r o u p



d


s s








s s e s


a t e






n c e


Employee Involvement

and Development

Subsystem: Human

Infrastructure

Emphasis is on:





1.3.1.


Training

on the Job• Site management is responsible

for implementing training

• Training is done on the job where

possible

• Provides hands on training and

practice in basic skills

• Is given by expert, methodical

and social training activities andgoal-oriented

• Has direct relationship to job

requirements

• Training provided preferably by

team- leader, co-operator or

machine specialist

• Type and size of training scheme

is jointly agreed by supervisors

and staff

• Utilizes the four step approach:

(observe the job, perform themajor steps of the job, perform

major steps and key points, work

independently)

• Group visualizes the training

standard achieved and document

the training success through the

use of a training matrix

• Where required supporting

activities will be introduced

• Ensures requirements

oriented training

• Provides quick skill

building

• Ensures the match

between qualifications of

the operator and the job

• Provides for direct two-way communication (i.e.

questions and answers)

• Improves job

performance through job

familiarity

Employee Involvement and Development



Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p





















1.3.2.




Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p


















Performance

Standards• Performance standards are

discussed and agreed between

supervisors and group at the sites in

accordance with current

agreements.

• Based on time efficiency studies

from specialized departments

• Committed between supervisor and

team members. Commitment byonly one party not permitted

• Type and number of tasks and

resulting staff requirement (staff

requirement or work requirement)

are documented

• All relevant data is documented

using existing tools (e.g. SWI's)

• During discussion the questions,

objections and suggestions made by

team members will be considered

and any questions cleared up.

Alternative solutions will be

assessed

• Should be checked after

improvements and changed if

required

• Foundation for

improvement and training

• Promotes employee

involvement

• Provides clear

performance expectations

• Provides a means to

measure and assess

actual performance totargets

• Tangible indicator of

performance (e.g. SWI)





1.3.3.


Suggestion

System• Formal means to capture and

implement employee ideas for

improvement

• Goals are efficient procedures and

improvement of work setup

• Management takes up useable

ideas by team members and

supports development into

workable improvement suggestions

• Ownership of implementation

resides with local management

• Improvements are discussed with

team members and implemented

jointly

• Success is measured by recording

implemented suggestions, actual

savings, and improvements in the

work situation or safety

• Financial bonuses for improvementsuggestions put into practice as

staff recognition

• Includes a feedback loop requiring

suggestion acceptance/rejection

• Provides direct employee

involvement in quality and

efficiency improvement

• Promotes employee problem

solving activity

• Defines and promotes the

responsibility of local

management in improvements

• Provides a means of employee

recognition

• Increases efficiency and quality

• Improves work situation




Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p





















1.3.4.

1.3.5.




Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p


















Selection

Process to

employ new

team members

• Systematic selection process based

on defined criteria

• Employee skills and

potential match the

requirements of the

operating system

Shop Floor

Training Area

• Area on the shop floor for employee

skill building - prior to beginning workwithin a process

• Emulates the

tools/process/materials that will be

used on the job

• The pace of the training activity

should reflect the work pace that will

be experienced within the process

• Familiarize employees with

production tools, processes and

performance standards prior to actual

job assignment• The duration of the training phase

depends on the task learned.

Particular attention should be paid to

points 1 and 7 from 1.3.1

• Improved quality,

through better trainedoperators

• Promote individual skill

development without

negatively impacting

production

• Reduced injuries





1.3.6.




Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p


















Continuous

Improvement

Implementation

Area

• Dedicated floor space with

materials, tools, manpower and

equipment for in-house

fabrication of employee’s

suggestions

• Emphasis on the submitter’s

involvement in the design and

fabrication

• Minimal bureaucracy• Must include training and

certification in the use of

equipment

• Aspects of work safety must be

considered

• Shortens lead-time to

implement ideas

• Improves rate of employee

suggestions

• Improves employee morale

• Empowers employee to drive

change on the work floor

• Integrates employee skill

level through practicalinvolvement in continuous

improvement





We should be organized utilizing a group structure composed of individual teams that work together to

accomplish defined tasks as a group, in order to constantly improve our competitiveness, guarantee jobsand improve the working situation of the staff (where relevant).

Consideration should be given to workers with limited application (handicaps). Also the rulings on

teamwork of each site should apply:

• Define team work

• Group tasks

• Continuous improvement process done by team members

• Information provision

• Group structure

• Skills• Team Leader

• Group meetings

• Work assessment

• Implementation and earning guarantee

• Steering team and project support

The central tools are:

• Group task

• Team Leader• Group discussions

• Integrating handicapped team members

Additional tools are:

•Procedure for assessing team work

•Team Boards

•Rotation

•Qualification Training matrix

Tools


Robust Processes

and Products


Improvement

L e a d e r s h i p





d


s s








s s e s


a t e



r r e c t i o n




n c e


Work Group

Organizational

Structure

Subsystem: Human

Infrastructure W o r k G r o u p






Work Group Organizational Structure


1.4.1.


Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p


















Group Tasks • Is a joint task within a defined

task area with the aim of overall

achievement

• Indirect defined tasks (e.g.

maintenance, quality, time

studies and parts replenishment)

are integrated where possible

• The group is jointly responsible

for work results where these canbe influenced

• Group tasks include e.g.:

- Work allotment

- Planning of vacation and free

shifts

- Group discussion

- Fostering cooperation

- Training on the job in the team

- Constant improvement of work

procedures and safety

• Team members are given experttechnical, methodical and social

training for their tasks

• Work enrichment

• Improved motivation

• Greater work efficiency

• Improves responsibility and

involvement of employees





1.4.2.


Team-

Leader• Team is normally represented

by two team leaders

• Leaders are proposed by team

and supervisor and chosen by the

team

• Must be acceptable to team

members and supervisor

• Depending on site regulations

may be given specific supervisorycompetence

• Remains integrated into work

procedure, guides team

discussions, organizes work

allocation with the team and is

team spokesperson

• Improves morale and

cooperation within the team

• Assures external

representation of team



Wording for different levels in themanufacturing hierarchy

Plant Manager

Center Manager

Area Manager

Group Leader

Team Leader

Team Member

Werkleiter

Abteilungsleiter

Teamleiter

Meister

Gruppensprecher

Mitarbeiter

N. America Germany

No hierarchical level


Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p























1.4.3.


Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p


















Team

Discussions• Regular team talks in accordance

with site agreements, assisted by

team leader

• Serve planning and organization

of the tasks, deal with problems

of working together, improve

manufacturing procedure,

checking of goals and team

development• Supervisors and specialists can

join in if the team agrees

• Team can independently invite

internal experts to the meetings

• Supervisor is given report on

results

• Support teamwork

• Help problem solving

• Improves employee

understanding of daily/weekly

requirements

• Enable employee participation

in continuous improvement

• Improve co-operation between

team members andsupervisors

• Improve horizontal and

vertical communication

• Support team development





1.4.4.


Integrating

Handicapped

Team

Members

• We provide jobs depending on current

requirements and where applicable provide

necessary training

• Staff are placed primarily in known work

situation, particularly in teams

• Integration of handicapped staff is possible

and any additional burden on other team

members or rotation restrictions is

compensated for in work plan• Center management is responsible for

employing handicapped staff

• For all new investments a suitable number of

jobs should be planned for handicapped staff

• In all planning procedures and manufacturing

plans jobs should be considered depending

on total requirement

• In the case of existing jobs the needs of

handicapped staff should be given greater

consideration

• For employing handicapped staff jobs should

be allotted to talent as far as possible and

necessary

• These team members make a contribution to

productivity goals and thus to company

success.

• Employment of

handicapped staff in line

with requirements

• Avoids exclusion

• Active job planning




Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p























1.4.6.

1.4.5.


Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p

















1.4.7.


Procedure to

Assess Team

Work

• Carried out regularly based on agreed

quality criteria

• The team assesses (e.g. in team

discussion) e.g. the parameters:

responsibility, interaction, problem

solving behavior, interaction between

team and leader

• The results are discussed the leadergives feedback

• After the joint discussion the leader

and team decide on support activity

• Forms basis for staff

involvement

• Creates clear performance

standards

• Increases competence and

management awareness of

responsibility

Team Boards • Displays team / work group based

information, e.g.

Attendance

Vacation plan

Rotation plan

Training matrix

Figures about and for the work

model

• Team board and scoreboard should be

in the same area (see Scoreboards

2.1.4.)

• Provides all team oriented

information

• Increases transparency in

team / work group

Rotation • Regular change of job assignments within or

across teams

• Rotation begins within the team and then

maybe across teams

• More important when takt time is low andvalue added ratio is high (e.g. waste has been

eliminated in the jobs)

• Rotation plan is used and visualized as a tool

by the team leader and the group

• Increases flexibility

• Provides ergonomic balance and change

• Enables staff development and training







1.4.8.


Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p

















Training Matrix


Training

Matrix• Displays who is able to perform which

tasks / processes (requirement

oriented training)

• Illustrates how well a operator can

perform job station tasks (i.e. exposed

to job, perform with help, perform

independently, able to train others)

• Defined criteria for each skill level (see

four steps in bullet above)• Integrated into a standardized training

process

• Group assesses training level of each

group member

• Systematic approach to

training and a basis for

planning.

• Allows for continuous,

gradual employee

development

• Enables floor management

to quickly adjust to abnormal

manpower conditions





Safety is a key operating principle and will be emphasized at all times. The company and all

employees operate with a sense of social responsibility by conserving resources and protecting theenvironment.

• High level safety awareness

• Formal safety programs

• Strict compliance with safety regulations

• Community involvement

• Attention to economy and ecology

• Recycling


• Health and Safety Regulations - also environmental aspects

• Visual Safety Signs

• Ergonomic Evaluation of Work Processes and Places

• Refuse / Waste Separation

• Environmental Awareness and Protection

Tools


Robust Processes

and Products


Improvement

L e a d e r s h i p





d


s s








s s e s


a t e



r r e c t i o n




n c e


Safe Work

Practices and

EnvironmentalAwareness

Subsystem: Human

Infrastructure

W o r k G r o u p






1.5.2.

1.5.1.

Safe Work Practices and Environmental Awareness



Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p

















Visual Safety Signs


Health &

Safety

Regulations

• Safety standards are defined &

visualized

• Permanent reporting for management

• Medical support for employees who

have problems fulfilling job

requirements

• Supervisor and safety representative

are staff contacts

• Ensures social

responsibilities are met

• Increases commitment

to the employees

• Reduces social costs

Visual Safety

Signs• Visual indicators of area specific safety

hazards and requirements including

personal protective equipment

• Not too many indicators (over-

information!)

• Easy to see and provides

immediate awareness

• Reinforces verbal

communication

concerning safety





1.5.4.

1.5.3.




Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p

















Refuse/Waste Separation


Ergonomic

evaluation of

work

processes

• Standardized evaluations by

management, specialists and

affected staff

• Ensures good ergonomic conditions

first hand

• For each new work procedure

assessments are made (during

planning and setting up)

• Staff are involved in the procedure,

and make comments and

suggestions

• Establish evaluation for each new

process

• Evaluations also should follow

significant changes to the process

• Red, yellow, and green criteria to

evaluate work stations

• For red or yellow criteria action is

taken

• Acceptable healthy work

conditions

• Low absenteeism

• Healthier employees

• Provides focus to areas

needing improvement

Refuse/Waste

Separation• Containers marked for separation

• Delivery of these separated

materials for recycling (plans for

disposal and recycling)

• Improves environmental

awareness

• Provides cost benefit from

recycled material

• Minimizes landfill waste

• Supports the use of recycled

materials





1.5.5.




Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p


















Environmental

Awareness &

Protection

• Closed loop for hazardous liquids

used in production

• Permanent task of management is

search to replace these with safer

liquids

• Closed loop for standard wrapping

material used in part delivery

• Closed loop for containers

• Containers have to be cleaned andprepared for multiple usage

• Organizational regulations for usage

of hazardous goods and materials

• Training the employees in

environmental awareness (water,

heating, air, electricity)

• Tied to ISO 14000 requirements

• Regular eco-audit

• Improved goodwill through

demonstration of good

corporate citizenship

• Remain in-sync with

environmental legislation

• Less environmental damage

• Protects resources





Each process is standardized to ensure a safe operation, reduce process

variability, ensure quality and form a basis for continuous improvement.

• Output stability

• Employee involvement

• Employees work within station boundaries or designated workplace

• Work instructions are audited


•Standard Work Instructions (SWI`s)

•Standard Work Documentation

•Standard Work in Process

•Scoreboards

•Shop floor Measurement

•Standard Shift Change Procedure

•Standardized Equipment

•Quality Gates

Tools

StandardizationQuality Focus and

Robust Processes

and Products


Improvement

L e a d e r s h i p





E n v i r o n m e n t a l A w a r e n e s

s







C o n t i n u o u s F l o w P r o c e s

s e s


t e




R o b u s t P r o c e s s e s a n d P r o d u c t

s a n d

P r e v e n t i v e Q u a l i t y A s s u r a n

c e

W o r k G r o u p


Human InfrastructureStandardizationStandardization

Subsystem:

Standardization

Standardized Methods

and Procedures





Standardized Methods and Procedures

Subsystem: Standardization

2.1.1.

2.1.3.


Standard Work

Instructions

(SWI’s)

• SWI documents all process relevant data

for one takt or cycle and station. e.g.:

Required tools

Material to be assembled

Value added and non value added

elements and times

Standard steps to complete the work

• Sketch of the steps (overview) and any

key points (quality, safety, signatureapprovals, etc.) requiring further detail

should be included

• For flexibility use collection of single,

separable, small steps (i.e. transferable

work elements)

• Operators, engineering and supervision

are involved in creating and developing

the SWI standards

• SWI’s are posted at station

• Provides for a common

way to build product

• When SWI`s are

followed process

stability, quality and a

safe workplace are

ensured

• Starting point for


• Allows for employee

involvement in the

design of the work

station

• Supports manufacturing

quality assurance

system

• Enables built in quality


Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p























2.1.2.

2.1.3.


Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p


















Standard Work

Documentation• Additional standardized formats /

templates may be used to transfer

standardized information needed in the

process , e.g.

Inspection orders

Maintenance schedules

Part lists, tool lists

• Provides for a common

way to build product

• Allows for employee

involvement in the

design of the work

station

• Enables built in quality

Standard work-in-process

• Standard work in process defines themaximum stock allowed between two

processes or within a process (stock of

semi-finished parts)

• Maximum stock should be physically

limited

• Ensures visual control of size of actual

stock

• Allows just enough stock to synchronize

two independent processes

• Normal stock level should remainbetween min. and max.

• Avoids extra stock and over-production

• Better uptime of two

independent processes

• Supports takt time build

• Promotes flow production

• Quickly reveals over

production and bottleneck

processes







2.1.4.


Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p

















2.1.5.

2.1.6.


Scoreboards • Goals and targets are developed for each

individual production unit / work group

• The structure of the scoreboard is

standardized in the columns (S,Q,D,C,M):

Safety, Quality, Delivery, Cost, Morale

• Goals, trends, status (e.g. pareto) and action

plans must be presented on each board

• Red and green markers provide visual status

of each metric• Operators are involved in the development

and tracking of data

• Scoreboard should be regularly

communicated to the work group

• Goal is: Stage 1: uniformity within plant;

Stage 2: uniformity across all plant

• Responsibility e.g. for maintaining must be

agreed upon

• Communicates goals and

status to others

• Drives achievement of

goals

• Creates awareness in

work group

Shop floor

Measurement• Contains standardized measures and

standardized time intervals for update

• Maintained by shop floor personnel where

feasible

• Requires targets or tolerance limits

• Out of tolerance conditions triggers

corrective action

• Figures and results have to be displayed on

scoreboards

• Enables process

ownership for team

members

• Provides control

mechanism

• Triggers problem solving

process

StandardShift Change

procedure

• Standard communication routine betweenshift A / shift B /shift C personnel

• Either verbal or written

• Further definition of routine on site

• Minimizes downtimeresulting from lack of or

poor communication







2.1.7.

2.1.8.


Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p


















Standardized

Equipment• Technical equipment is standardized by

advanced manufacturing in cooperation with

manufacturing personnel

• Equipment on the shop floor has the same

format for the operator at the

machine/operator interface

• Modules and spare parts are standardized

for maintenance

• Low maintenance costs,

simplified training

• Lower equipment cost

• Reduced spare parts/

repair parts inventory

• Easier to interface various

electronic systems

• Simplify changeover/new

model changes

Quality Gates

(OPEN)• Go/no go milestones in product

development

• Escalation in hierarchy by hazard of

exceeding the gates

• Shorten lead time in

development, planning

and launch

• System is so designed

that management must

pay immediate attention

when required





The manufacturing processes are organized so that everyone can tell at a glance if production

activities are proceeding normally. Any abnormalities are visually apparent. Supported by a 5Ssystem and process.

• Abnormal conditions apparent

• Formalized process and procedure

• Responsibilities include an audit

• All personnel involved

• Foot printing, color coding, labeling


• 5S

Sift

Sort

Sanitize

Sweep

Sustain

• Labeling, Marking and Foot printing

Tools


Robust Processes

and Products


Improvement

L e a d e r s h i p





E n v i r o n m e n t a l A w a r e n e s

s







C o n t i n u o u s F l o w P r o c e s

s e s


t e





s a n d


c e

W o r k G r o u p


Human InfrastructureStandardizationStandardization

Subsystem:

Standardization

Visual Techniques/5S





2.2.1.

2.2.2.


5 S Method • Sift, Sort, Sanitize, Sweep and

Sustain

• Basic daily task of team members to

ensure area is labeled, cleaned and

orderly

• Workplace audits performed on a

regular basis (such as Daily 5-minute

maintenance and clean up before shift

begin) according to an established

checklist

• Audits performed by the supervisor &

team members

• Serves as a foundation for

standardization by promoting

repeatability and predictability of

work

• Enhanced morale and

safety

• Promotes individual

commitment and

responsibility to a

well organized facility

Labeling,

Marking andFoot Printing

• Labeling, marking and foot printing is

used in defined work locations forprocess parts, materials, tools and in-

process goods

• Labels should contain specific

descriptions and be color coded

where potential for error exists

• Labels or footprints define fixed

maximum inventory levels

• Create orderly,

visually transparentwork areas

• Minimized walk time

while increasing

conveyance efficiency

• Abnormal conditions

become obvious

Visual Techniques/5S



Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p





















We will quickly determine abnormalities and respond with effective analysis and countermeasures.

• In-line check and in line repair

• Clear and visual inspection standards

• Quality feedback loops


•Quality feedback loops on the Shop Floor•Root Cause Analysis

•Boundary Samples

•Shop Floor Section Audit

•Quality Alert System / Quality Stop / Line stop

•Quality Alerts / Production Information Boards

•Manufacturing test 1,2,3

•Go-ahead for series manufacture

Tools

StandardizationQuality Focus &

Robust Processes

and Products


Improvement

L e a d e r s h i p














a t e


Q u i c k I s s u e D e t e c t i o n a n d C o r

r e c t i o n




W o r k G r o u p


Human Infrastructure Quality Focus and Robust

Processes and Products

Quality Focus and Robust


Subsystem:

Quality Focus & Robust


Quick Issue

Detection & Correction





Act Plan

DoCheck

Act Plan

DoCheck

Act Plan

DoCheck

Act Plan

DoCheck

Determine ifproblem solving isrequired

Operator checksfor any defects,uses pull cord ifnecessary

Operatorperforms standardwork

Perform and

track problem

solving process

Leader checksrandom sample ofvehicles(Abschnittsprüfung)

Rework in line ornote defect forcentral rework

Perform and track

problem solving

processes

Quality management checksrandom sample of vehicles(BPA - center criteria)

Determine ifproblem solvingprocess isrequired

Communicate BPAresults to centermanagement

Perform and track

problem solving

processes

Quality managementchecks random sampleof vehicles (APA -customer criteria)

Communicate APAresults to plant andcenter management

Determine ifproblem solvingprocess is required

Level 1-Occurrence:Defects noted andrepaired in station

Level 2-Occurrence: Defect

noted at end of zone by

leader. Defect is noted and

shipped to next zone.

Level 3-Occurrence:

End of center (Body,

Paint, Assembly)

Level 4 - Occurrence: End of

line (finished product) audit

based on customer criteria

Operator orsupport personmakes repair in-line

Determine ifproblem solving isrequired

2. 1.

3.4.

1. 4.

2. 3.

1. 4.

2.3.

1. 4.

2. 3.

Four Quality Feedback Loops (as practiced in Rastatt)

see Tool

3.1.1.see Tool

3.1.4.

see Tool3.3.4.

see Tool3.3.4.

Quick Issue Detection & Correction

Subsystem: Quality Focus & Robust Processes and Products


Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p























3.1.1

3.1.3

3.1.2


Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p


















Quality

Feedback

Loops on the

Shop Floor

• Install quality checks on several

levels of shop floor (e.g. process,

team, line)

• This quality check is equivalent to

the CHECK in the PDCA cycle

• Abnormal conditions trigger the

implementation of appropriate

counter measures

• Better quality through

improved transparency

• Stabilizes processes

• Promotes systematic

analysis

• Prevents defects from

compounding

• Quick resolution ofprocess related defects

Root Cause

Analysis• Process used to separate

symptoms from causes of problems

• Goal is to create a causal chain

descending down to a root cause

• Countermeasure development must

be directed at resolving the root

cause in order to be effective

• See also 5 Why`s (5.1.4.)

• Identifies true cause of

the problem

• Provides a structured

approach rather than

random trial and error

approach to problem

solving

• Eliminates presumptions

• Ensures most effectivecountermeasures are

implemented

Boundary

Samples• Visual Displays at the process

defining acceptable and

unacceptable quality levels

• Effective in providing examples

related to paint and surface quality

• Triggers a specific protocol for non-

conformance

• Promotes clarity and

quick decision making

for the operator





3.1.4

3.1.5




Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p


















Shop Floor

Section Audit• Random sample testing performed in

certain production areas

• Performed by designated team

member during production

• Quick problem

identification from

production

Quality Alert

System /

Quality-Stop

/ Line Stop

• Method of achieving quality for stable

straight manufacture/high process

assurance

• Visual indication of quality, production,or parts shortage problems

• In vehicle assembly lines used as pull

cord

1. Operator signals concern with a

“pull of the cord”

2. Designated person responds to the

signal at the job station where

problem is identified

3. Problem is either corrected during

line cycle or line stops, vehicles

/parts can also be tagged for off-line repair

4. Decision to continue or stop

production must be made by those

responsible

Often used with marquis and pull

cords Fixed stop position must be

defined and implemented for each

process

Line stops monitored by station

Can also signal a “behind”condition when used with process

“start/stop” and 70% lines

Further planning done on site

• Provides quick response

time to

quality/production

problems• Provides in-station quality

control

• Enables problems to

surface and be resolved

• Promotes quality

awareness in the process





3.1.6

3.1.7




Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p

















3.1.8


Quality Alerts

/ Production

Information

Boards

• An electronic board wired to each

work station (where applicable)

• Pull cord or signal indicates a problem

• Board indicates station, line and type

of problem; short/full, injury, potential

line stop, actual line stop

• Further planning done on site

• Promotes visual

management

• Clear indicator of line

stop

• Indicates exact location

and type

• Ensures fast correction

• Promotes qualityawareness

Production

Test 1,2,3

Go-Ahead for

SeriesManufacture

• During the production test, before

start of series production, a limited

number of products will be

manufactured under series conditions

• Also applies to start-up of builds,

variants and codes where applicable

• Goal of production (e.g. in vehicle

plant):

- Production Test 1: machinery-

oriented

parts co-ordination

- Production Test 2: parts-oriented

co-ordination

- Production Test 3: Prove procedure

and attain peak takt speed

• Release for series manufacture shows

if all conditions for process-suremanufacture have been fulfilled

• Is given shortly before start for new

builds, variants and codes where

applicable

• Corrections can be made to assure

overall procedure

• Assess manufacturability under

series conditions

• Make corrections to assure

procedure

• Whole procedure can be

checked before start ofmanufacture





The manufacturing process and products are designed and maintained in a way that ensures

first time capability and reliably produces high quality products.


• Total Productive Maintenance (TPM)

• Error Proofing

• Mistake Proofing

• Statistical Process Control (SPC)

• Certification Audit

• Process Audit• Single Point Lesson

• Problem Solving / Closed Circuits

• Process - FMEA

• Suppliers’ Quality Management

• Procedure Assurance Plan

• Check Function of Testing Equipment and Materials

Tools


Robust Processes

and Products


Improvement

L e a d e r s h i p














a t e




W o r k G r o u p






Subsystem:

Quality Focus & Robust


Robust Processes &

Products and

Preventive QualityAssurance



c e





3.2.1

Robust Processes & Products and Preventive Quality Assurance

Subsystem: Quality Focus & Robust Processes and ProductsHumanInfrastructure Standardization

Quality Focus &

Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p


















Total

Productive

Maintenance

(TPM)

• Focus is to high availability, minimum

unscheduled failures, reduced upkeep

costs and safe manufacturing results,

i.e.:

safe operation of equipment

production availability(no downtime)

production capability (no quality

deviations)

• Schedules should be developed for all

equipment based on manufacturers

recommendations and maintenance

experiences

• Maintenance to be done by team as far

as possible

• Improved uptime

• Improved quality

• Improved productivity

and efficiency

• Cleaner, safer work

environment• Standard conditions

are maintained

• Checkpoints are

graphically displayed

• Supports

manufacturing quality

assurance system

(MQAS, VDA 6.1.)

• Involves the operators for simplemaintenance tasks

• Uses operator maintained maintenance

schedule as standard work instruction

• Is implemented in incremental steps

• TPM trains operator in specific fields of

maintenance

• Incorporates the use of multiple senses

(see, hear, touch, smell) to provide early

warning of impending machinery failure

• Includes downtime analysis, pareto andcorrective actions in a deep thorough

way

• Includes visual management for

technical conditions

• Employee involvement







3.2.2.

3.2.3.


Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p


















Error Proofing • Is a tool for preventing errors when

consistently applied in work procedure

(e.g. template)

• Due to the design specifications of parts

and for machine tools no error can occur

• Uses the Poka Yoke principle, i.e. only

clear solutions are possible

• Avoids mistakes

• Can be supported by FMEA during

engineering design

• Quality built in, no rework

• Stable process

• Reduced variation

• Ensures clarity for the

operator

• Eliminates uncertainty

• Enables robust processes

Mistake

Proofing• A tool for preventing mistakes

• Low cost, highly reliable devices or

innovations that detect abnormal

situations before they occur, or once

they occur will stop machines or

equipment

• Manufacturing tool used to improve the

robustness of the process

• Process enhancements that help reduce

or eliminate mistakes by the operator

• Includes items such as; auto machine

stops; color coding; part-in-position

indicator lights; identification of parts

through color coding and labeling

• Improves first time

capability

• Promotes employee

involvement

• Promotes work safety





3.2.4.

3.2.5.

3.2.6.


Subsystem: Quality Focus & Robust Processes and ProductsHumanInfrastructure Standardization

Quality Focus &

Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p


















SPC

(Statistical

Process

Control)

• Statistical process control applied by

measuring the ratio of process output to

(upper and lower) process

limits/tolerances

• Process defined as “capable” if no measure

is outside a 70% range of total tolerance

• May be required for certifications (ISO,

VDA...)• Involves the collection and analysis of data

by the operator

• Process capability

transparency

• Starting point for process

improvements

• Defines process stability

• Provides early warning of

out of tolerance conditions

through trend analysis

Certification/

Audit• Part of a regularly scheduled (yearly)

certification or surveillance process

• Applies to all direct and indirect operations

of the plant

• Processes must meet requirements of the

standardized QM-System in use

• Results which affect staff are discussedand solutions found jointly

• Uncovers hidden problems

• Validates current process

conformance

• Ensures process checking

Process Audit • Evaluates a process ability to consistently

produce quality

• Audits can be scheduled (preventive) or

unscheduled (event-oriented)

• Results which affect staff are discussed

and solutions found jointly

• Provides evidence to

confirm the quality ability of

processes

• Preventive application

allows for early recognition

of process weaknesses

• Provides help solutions

• Confirms that procedure

follows work instructions







3.2.7.

3.2.8.


Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p


















Single Point

Lesson• One page (flipchart etc.) explanation

of a small continuous improvement

idea that has been implemented

• Usually contains before/after photos

• Contains a measure of benefits

derived

• Often used with TPM

• Posted at point of implementation

• Simple, quick, transfer of good ideas

• Good for practice sharing

• Good form of employee

recognition

• Good form of employee

involvement and use of

employee knowledge

Problem

Solving

Process

• Systematic process to identify and

resolve problems

• See PDCA, quality alert system,

audits and checklists

• Emphasis on:

• Identifying and resolving problems at

the source

• Reduced lead time from problemidentification to problem resolution

• Short information flows and shop

floor measurement

• Includes countermeasure

development and tracking for

effectiveness

• Provides a means of follow-up and

feedback

• Systematically involves the relevant

staff

• Address the root cause, not

the symptoms

• Stabilize the process







3.2.9.

3.2.10.


Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p


















• Process FMEA • Failure, Mode, Effects, Analysis for

the production process

• Fault avoidance methodology

• Used in an early planning stage

• Identify potential errors and

problems

• Prioritize through a rating factor

• Developed solutions /

countermeasures based upon ratings

• Performed up-front in advance

design and process development

• Requires decision where necessary

(no general use)

• Drives ease of

manufacturability

• Identify improvement

opportunities not considered

during design

• Promotes shared

responsibility and cross

functional involvement• Enables early detection or

process weak points

• Prevents defective parts

• Prevents unnecessary process

re-improvements

Supplier

Quality

Management

• In Supplier Quality Management

methods are used in set order

• Depends on supplier's ability to

provide quality• Methods are:

- do system audit as VDA6.1

- do supplier assessment

- do DT process audit (VDA6.3)

- compare checking plans

- initiate FMEA product and process

- do readiness workshops

- do color meetings

- do sampling

• Improves quality of bought

parts

• Optimizes process between

DT and supplier







3.2.11.

3.2.12.


Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p


















Process

Assurance

Program

• Proves safety or feasibility of critical

procedure steps

• The proof consists of four elements:

- Define critical parameters of

procedure

- Prove feasibility of procedure or

testing plan

- Way of managing procedure- Plan of how to react when

tolerances are exceeded

• Preventive instrument to

guarantee procedure for

critical manufacturing

processes

• Quick reaction if tolerances

are overstepped due to

established contingency plan

Check of test

tools /

assessment

of test tool

capability

• The check of testing tools ensures

the applicability and usefulness of all

manufacturing testing equipment

• Testing tools include calibration

equipment (testing devices), gauges,

and software

The following action has to be taken:

- Examine required degree of

precision

- select tool

- calibrate using certified tools and

adjust (regularly at fixed intervals)

- ensure accuracy of tools

- ensure correct application and

surrounding conditions

- prove usefulness of tools under

manufacturing conditions

- list all tools

• Manufacture of products

within given tolerances

• Avoids waste and rework





Each process is designed and each job is performed with an obligation of delivering the highest

quality product (zero defect) to the next process.

• Release to the next process only if product is ok

• Customer feedback system

(meetings, data share, feedback loop, ..)

Customer Focus

(Internal & External)

Subsystem: Quality Focus &

Robust Processes and Products


• Quality Agreements (some with step-ups)

• Quality / Zero Defect Gate in Assembly• Customer Quality Measurement Method

• High Level Quality Feedback Loops

Tools


Robust Processes

and Products


Improvement

L e a d e r s h i p














a t e



r e c t i o n


W o r k G r o u p








c e





3.3.1.

Customer Focus (Internal & External)


3.3.2.


Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p


















Quality

Agreements

(partly with

escalation

steps)

• Defines the quality level to be

delivered

• Brings the producer and customer

in direct contact

• Also necessary between internal

supplier and customer

• Escalation in case of non-fulfillment

of the agreed standards

• Needs to be adjusted each yeartoward the “zero-defect goal”

• The staff affected must be informed

and where necessary additional

goals agreed

• Must be visualized (see Policy

deployment, 1.1.1.)

• Promotes consistency of

quality targets throughout the

enterprise

• Promotes shared

responsibility and

accountability in reaching

quality targets


Quality / Zero

Defect Gate

in Assembly

• Standardized vehicle check by the

team

• Standardized feedback and

documentation• Identify any possible defect

• Opportunity for an improvement

• Initiates immediate problem solving

process

• Avoid propagation of defects

to succeeding processes

• Promotes responsibility within

the team





Customer Focus (Internal & External)


3.3.3.

3.3.4.


Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p


















Customer

Quality

Measurement

Method

• Select, assess and prioritize the

results of internal and external

quality sensors (JD-Power,

APA/BPA, Q-sensor)

• Should be used and brought into

communication at all levels of the

organization

• Objective customer quality

feedback

• Quick introduction and

implementation of

countermeasures

High LevelQuality

Feedback

Loops

• Customer oriented vehicle / partaudit criteria

• PDCA-Cycle for center and at plant

level

• BPA and APA are the "Checks"

within the Plan-Do-Check-Act cycle

• Shows performance vs.targets

• Quick counter measures

• Company-wide standards

promote transparency





Product volume and variation are balanced to ensure a smooth flow of production

and to enable a pull production system and efficient material flow.

• Balancing volume and variation to smooth operator workload and enable an effective pull

system

• Consistent build ratios

• No vehicle kick out

Production Smoothing

Subsystem: Just In Time


• Production Planning Schedule

• String of Pearls

Tools


Robust Processes

and Products


Improvement

L e a d e r s h i p














a t e




W o r k G r o u p


Human Infrastructure Just in Time Just in Time



c e





Production Smoothing


4.1.1.

4.1.2.


Robust Processes

andProducts


Improvement

L e a d e r s h i p




W o r k G r o u p


















Production

Planning

Schedule

• Two phase process that identifies

production goals with increasing

specificity and firmness as a function

of time

• Production planning is a constant task

• Production planning is a longer term

process - over several months

• Production planning lays the

groundwork for production planningscheduling

• Production planning and scheduling

are processes that overlap

• Process is subject to quality criteria

and constant checks ensure these are

met

• Balances responsiveness to

the market with stability

and predictability in

production

• Provides a basis for

resources planning

internally and externally

(e.g. suppliers)

String of

Pearls• Production of different body types,

variants and models are sequenced

throughout the day and correspond

closely to the diverse mix of model

variations from the dealers market

• Process is subject to quality criteria

and constant checks ensure these are

met

• Intermittent peak and

valley utilization of

equipment and manpower

are reduced

• Chronic inventories of

finished goods are reduced

• Provides predictability to

the production processes





Each process produces based on the demand from the next process. The movement of the

material is controlled by the signal from the user. This requires swift stabilization of all

procedures, e.g. by constantly eliminating errors

Most important principle:

• Material is supplied based on actual usage and not scheduled or predicted usage

Pull Production



• Material Flow Planning

• Tugger Transport with Mixed Loads

• Withdrawal and Fill-up

• Order (Kanban) Cards

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4.2.1.

Pull Production



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Tuggers

4.2.2.


Material Flow

Planning• The process of coordinating the

arrival of all materials, parts,

components, assemblies and

finished vehicles where, when and

in the minimum amounts needed

to satisfy actual downstream

process demand

• Applies a standard approach to

material flow

• Establishes a basis for continuous

improvement

• Increases process stability

• Reduces inventory

Tugger

Transport

with mixed

loads

• Tuggers are used to transport

small lots of material to the line

with high frequency

• Mixed loads (deliver several parts

with each delivery cycle)

• Use standard routes and standard

delivery frequency (e.g. make a

delivery route every 30 minutes,

fixed time - unfixed quantity)

• Application depends on quantities

and size of material

• Improves value added efficiency at

the workstation by reducing

transportation

• Reduces inventory in plant and at

lineside

• Improves efficiency of material

handling

• Minimizes investment in fork

trucks

• Improves shop floor safety if

properly applied





Pull Production



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4.2.3.

4.2.4.


Withdrawal

and Fill-up• Supplier department (material

handling) replenishes only what is

withdrawn by the customer

department

• Signal to replenish may be empty floor

storage location, empty small lot

container, or an order card (i.e.

kanban)

• Signal may be triggered electronically• Can be applied at any storage area

(workstation, CMA, etc.)

• Simple means to implement pull and

flow in the production system

• FIFO easily implemented

• Visual control of flow of

inventory (highlights over-

production)

• “Self-sustaining” process,

easy to sustain and manage

once it is set-up

• Simple method to ensure

what is provided is what isrequired.

Order Cards • Order card is attached to container; as

material is used the order card is

removed and returned to the supplier

(or supply department/process) as a

refill signal (i.e. permission to

produce/convey)

• Communication is “what”, “how much”

and “when”

• Order card can be paper, electronic

scan, empty box, empty dolly, cart,

empty location, etc.

• Lowest order lot (order card quantity)

possible should be established

• Correct order card quantity must be

calculated based on: (usage x lead-

time/order lot x safety factor)

• Works as the schedule for

supplying department

• Helps prevent over-

production

• Supports JIT: produce whatyou need, when you need it,

in the amount you need.

• Controls work in process

inventory

• Fluctuations in build plan can

be easily reflected by adding

or removing order cards from

the system





The production process is organized so it flows continuously at a constant rate from beginning

to finished product. The optimal flow is one piece at a time. Where lot production is required the

smallest lot possible should be used.

Continuous Flow

Processes



• Kitting

• Quick Set-ups / Die Changes

• Small Lot Containers

• One Piece Flow

• First In First Out (FIFO)• Single Stage Stock Strategy

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4.3.1.


Kitting • Filling one bin or container with the parts

required to complete a work element or

takt

• Used with a CMA (central material area) or

“supermarket” located near the point of

use

• Used with tuggers, mixed load conveyance,

and “waterspiders” (i.e. material handlers)for part conveyance

• Parts are kitted and sequenced according

to a broadcast (i.e. customer build

sequence)

• A kit comprises the material needed for the

job

• Kitting can be a team task

• System implementation must be compared

with conventional delivery to line – must be

more economical

• Delivers multiple parts for

assembly in one container

• Reduces walk and reach

for the operator and

lineside floor space

• Improves visual control by

avoiding excessive

storage at the workstation

• Allows for error proofing

(i.e. only the correct parts

for each job in the bin)








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4.3.2.

4.3.3.


Quick set-

ups/ Die

changes

• Uses standard set-up procedures with

prepared tools, etc.

• Separate process activities into internal

and external time elements

• Perform external activities during run time

• When possible use quick release/quick

change tooling

• Reduced die change times should be

followed by reduced production lot size

and/or reorder points

• Quick set-ups (e.g. in

machining, press shops,

etc.) allow for small lot

production and reduced

inventory levels

• Provides the flexibility to

produce according to

customer requirements in

support of JIT production.

• Reduced storage

requirements

• Improved efficiency

Small Lot

Container-

ization

• Replaces large containers with small hand

carry containers

• Used for lineside/workstation display of

material

• Often used with tugger delivery of mixed

loads (i.e. multiple part numbers deliveredat the same time)

• Sometimes used with CMA’s (i.e. Central

Material Areas, “supermarkets”)

• Receiving small lots directly from suppliers

is preferred (no re-packing)

• Reduced line side display

and floor space utilization

• Improved ergonomics at

the work station

• Provides opportunity for

incremental inventoryreduction in response to

reductions in build plan

• Enable increases in

workstation density

• Supports visual

management








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4.3.1.4.3.4.

4.3.6.

4.3.5.

One Piece Flow


One Piece

Flow• Low cost conveyance (e.g. gravity

chutes, ...), robots between machine

tools

• Customer demand driven

• No buffers

• Reduced leadtime

• Reduced space

• Constraint to

produce zero

defect

FIFO

(First inFirst out)

• “First in first out” must be used at all

times in material usage and handling

• Ideal lot for FIFO is one part – can also

be used for containers or truck loads

• Improved

traceability

• Each part is used

Single Stage

Stock

Strategy

• In the chain between supplier and

customer there is only one storage of

material, either at the site of the

supplier or at the site of the customer

• Inventory generally should be owned

by supplier until it is used by customer

• Waste reduction

due to reduced

material handling

• Reduces

interfaces/

Simplifies material

flows





Build rates and line speeds are based on customer demand. Each process is designed so that the

process cycle time corresponds to the takt time.

Customer Demand Rate



• Fixed Takt Time

• Takt Time / Cycle Time Bar Chart

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Customer Demand Rate



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4.4.1.

4.4.2.


Fixed Takt

Time• Takt time = (total available time – non

working time)/customer demand

• Ultimate goal: Single takt time links all

operations

• Takt time is stable, does not change with

small changes in demand (i.e. monthly

production demand is smoothed to allow

for consistent daily build)

• Adapt to short term demand changes by

changing working times (dependent on

work contract agreements with work

council)

• In continuously moving assembly lines

takt time can be visualized with start/stop

lines

• In automated processes takt time is built

into set up of machinery or conveyance

• Reduces/eliminates

fluctuation in manpower

requirements

• Provides a stable

production demand, build

rate and predictability in

material usage and

replenishment.

• Eliminates over

production.

Takt Time/Cycle Time

Bar Chart

• Is a tool for problem solving andContinuous Improvement (i.e. first

understand current situation)

• A bar chart which illustrates each

individual process cycle (e.g. for a

workgroup) with respect to takt time

• Bars may be divided by color to indicate

value and non-value added work content

• Visual display for bothoperators and

management

• Waiting time and

bottlenecks are easily

identified

• Can be used by

supervisors and operators

to rebalance the line when

takt time changes


between teams and

management on efficiency

improvement





We improve Safety, Quality, Delivery, Cost, and Morale and increase profit by continuously eliminating

waste and reducing manufacturing lead times.

• Extensive employee involvement in all phases of the project

• Workshop concepts are driven and installed; in so doing expert-done continuous improvement

workshop progresses into staff-done continuous improvement workshop.

• All types of waste treated viewed harshly and quickly eliminated

• Takes place at all levels of the organization

Waste Elimination

Subsystem: Continuous

Improvement


• Plan, Do, Check, Act (PDCA)

• 7 Wastes

• 5 Why`s (5 W`s)

• Process Map

• staff-done Continuous Improvement Workshop

• expert-done Continuous Improvement Workshop

• Engineering Change Control

• Practice Sharing Benchmark

• Simultaneous Engineering

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Improvement

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s a n d


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Waste Elimination

Subsystem: Continuous Improvement

5.1.1.

5.1.2.


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PDCA • Also known as the Continuous

Improvement Cycle: PLAN, DO,

CHECK, ACT

• Is a standardized problem solving

procedure

1. Plan: what should be done

2. Do: implement the plan

3. Check: verify the result

4. Act: correct problems that arise;

document; standardize; if goal isnot achieved: repeat the process

5. Is connected with problem solving

techniques like the 5 Ws

• Provides a standard template

for how people should

approach problems and

improvements

Seven Wastes • Processes are improved through the

elimination of waste

• Seven wastes:1. overproduction

2. over-processing

3. motion

4. transportation

5. waiting

6. inventory

7. defects/repair/rework

• Is applied in workshops

• Is a comprehensive method

of consistently optimizing

production processes





Waste Elimination


5.1.3.

5.1.4.


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andProducts


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5 Why • “Ask the question: Why? 5 times” in

order to understand what the root cause

of a problem is

• Tool of the problem solving process and

root cause analyses

• Determining root causes

to problems

Process Map • Graphic representation of the current

state

• Should depict manpower, material,machinery and method (4 M)

• Describes how material, information and

the process/people flow in an area

• Is relevant to the process

• Sets the parameter to measure the

current and future state

• Part of the planning process for

continuous improvement

• Visual aids in problem

resolution and solving

• Provides visual methodsfor the interactions of

people/process and

material

• Reinforces understanding

for everyone

• Supports planning for an

improved state

• Enables consensus

decision making





Waste Elimination


5.1.5.


Robust Processes

andProducts


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Team-carried

Continuous

Improvement

Workshops

• Team members discuss

improvements themselves, e.g. in

team workshops, discussions etc.,

and carry them out.

• Supervisors adopt useful ideas and

support the team in working out

their improvement suggestions (e.g.

bonuses)

• The suggested improvements are

discussed by staff and supervisors

and put into practice

• Where required team members are

trained in planning, methods and

tools of the Team-carried


Workshops

• Team-carried Continuous

Improvement Workshops are

supported and encouraged by

experts

• Workshops help propagate a

mindset of Continuous

Improvement in the firm culture

• Gives staff an opportunity to

learn together and work on


• Promotes sustainable mindset

change





Waste Elimination


5.1.6.


Robust Processes

andProducts


Improvement

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I Tool Description Benefits

Expert-carried

Continuous

Improvement

Workshops

• Expert-done Continuous

Improvement Workshops are

generally implemented when

intensive involvement of team

members is not feasible, e.g. in

planning of major restructuring

• Experts from all relevant sectors are

involved

• Where relevant internal experts are

supported by external experts

• Goal is same improvements as for

Staff-carried Continuous

Improvement Process (avoidance of

waste) or implementing procedures

into manufacturing system, e.g.

routing

• Here too the involved team

members must be informed before

the changes are implemented

• Expert-carried continuousimprovement workshops progress

into staff-carried continuous

improvement workshops

• Improvement (S Q D C M) by

reducing "waste" or applying MPS

methods





Waste Elimination


5.1.7.


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Continuous

Improvement

Workshops

• Generally a three to five day action

oriented event in which

improvements are implemented

• Before and after conditions are

documented, measured, and

reported

• Provides a platform and standard

method for operators, supervisors,

and engineers to focus, learn about

waste elimination methods and

activities and implement them

usefully

• Workshops are initially conducted

by expert facilitators, the facilitation

has to be done later by in-plant

facilitators or supervisors.

• All employees are informed the

week ahead of the workshop (where

workshop takes place)

• The follow up phase is needed toimplement final actions

• Workshops help propagate a

"waste elimination mindset" into

the company culture

• Provides for a cross-functional

team to learn and work together

• Improves employee involvement

and cooperation

• Produces tangible cost

reductions quickly





Waste Elimination


5.1.8.

5.1.9.

5.1.10.


Robust Processes

andProducts


Improvement

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Engineering

change

control

• Specified time intervals for the

release of engineering changes

• Reduces product to market lead-

time

• Leads to a stable process

Practice

Sharing

Benchmark

• Share experiences of completed /

implemented waste reduction

efforts

• Understanding of particularly

effective solutions

• Good practices are propagated

faster

• Sustainability strengthens CIP

company wide

• Helps to break paradigms

• Supports standards throughoutorganization

Simultaneous

Engineering• Planning and development

processes performed in parallel

• Ideas and suggestions from

operators and later users of the

machinery are integrated into SE

• Involves all disciplines

• Special emphasis on involving

machine tool suppliers• Information is shared and

accessible to all parties at every

stage of the process

• Reduces lead time

• Faster feedback from succeeding

to preceding process

• Improves cooperation between

engineering, production,

suppliers, marketing, production

control, etc

• Eliminates wait time betweendepartments





APA

FIFO

FMEA

ISO 14000

JIT

PDCAQS 9000

SE

SPC

SWI

TPM

VDA 6

Delivery Product Audit

First in, First out

Failure Method Effect Analysis

Standard Series to Environmental Protection

Just in Time

Improvement Cycle: Plan, Do, Check, ActQuality Management System

Simultaneous Engineering

Statistical Process Control

Standard Work Instruction

Total Productive Maintenance

Quality Management System of the

German Automotive Industry

D List of Abbreviations





E Imprint

Publisher:

Daimler AG January 2001Product and Production Planning CVD

Dr. Martin ZimmermannHPC F303D-70546 Stuttgart

Name Department Location

Horst Cronjäger PN/TP 000Dieter Streitenberger PN/TP 000Dr. Herbert Hörner P/PE EvoBusHelmut Backes P/PE EvoBus

Frank Ehleiter K/SWI 037Michael Humpert T 072Dr. Wolf-Dieter Schultze-Scharnhorst WL 065Reiner Lehr PAP/AP 096Thomas Frisch PBE 034Michael Thomas TPP/MP 000

Drucksachennummer: 888-00-001-02




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Truck Operating System - ToS

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system descriptiontos

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