Benchmarking Daimler Trucks
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Transcript of Benchmarking Daimler Trucks
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TOS Office
Detroit Powertrain Team U.S. Benchmark Trip Report November 13th 18th, 2011
Redford, December 5th, 2011
Redford TOS Office
Public
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Daimler Trucks
Purpose of Trip
To benchmark various facilities and gather ideas and information that may be potentially
implemented to better our facility
We, as a Detroit Powertrain Team, have a chance to show off our plant in a positive
manner through the professionalism of our people.
2 TOS Office
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Daimler Trucks
Facilities Visited
Toyota Motor Manufacturing Plant - Georgetown, Kentucky
Bowling Green Corvette Assembly Plant Bowling Green, Kentucky
Freightliner Trucks Manufacturing Plant Cleveland, North Carolina
Gastonia Components and Logistics Plant Gastonia, North Carolina
Thomas Built Buses Manufacturing Plant High Point, North Carolina
Detroit Diesel Remanufacturing Facility Cambridge, Ohio
Canton Storage Facility Canton, Ohio
TOS Office 3
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Daimler Trucks
Short Summary of Findings
Toyota Motor Manufacturing Plant:
Material Flow AGV delivery systems
Hoshin Kanri Planning
Toyota Dojo Training area
Bowling Green Corvette Assembly Plant:
Safety Glasses Guidelines
Parts Presentation Ergonomics
Freightliner Trucks Manufacturing:
Problem Countermeasure Strips
Ergonomics Issues Resolution
Gastonia Components and Logistics:
Shop Floor Management
Parts Delivery System Automated Navigational Tugger (ANT)
TOS Office 4
Thomas Built Buses Manufacturing:
Discipline
CI Events
Suggestion System
5Ss
Detroit Diesel Remanufacturing Facility:
Application of advanced technology to their products
Canton Storage Facility:
Simulation Process
Mock-up Area
Standard Work Instructions
Production Smoothing
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Daimler Trucks TOS Office 5
Toyota Motor Manufacturing Plant - Georgetown, Kentucky
Background Information:
Toyotas first wholly owned manufacturing facility in the United States. Since 1988
Toyotas Kentucky team has been building quality vehicles in the Bluegrass state. Today,
TMMK is the largest Toyota plant outside of Japan. Each year in Georgetown, nearly
7,000 team members build about 500,000 vehicles and engines. Thats about 2,000
vehicles every day!
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Safe Work Practices & Environmental Awareness
Well thought out safety practices that are accepted and followed:
No iPods or cell phones allowed on the shop floor
Footpaths for pedestrians were wide and roped off from traffic
Visual safety guides posted that show ways to avoid accidents
Machine Lockout placards are in place at entrances into the machines
Sharp corners taped off
Effective recycling program where containers are visual and well laid out (i. Pop cans, ii.
Bottles, iii. Plastics, iv. Food and used plates and cups)
Large 20 foot ceiling fans circulate air
2. Work Group Organizational Structure / Team Concept
Team concept was evident throughout the facility, which resulted in employee ownership
Job rotation: 2 hours maximum at each job to reduce monotony and increase muscle variation
In most areas there is 1 Team Leader per 4 Team Members
TOS Office 6
Toyota Motor Manufacturing Plant - Georgetown, Kentucky
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Daimler Trucks
3. Employee Involvement and Development
Employees are100% involved in problem solving and decisions are made on the shop floor
Defined and documented training for each team member with goal towards quality
Employees are hired for a maximum of 3 years as a temporary worker before becoming
eligible for a permanent position. Their CI track record plays a big role in becoming a
permanent employee.
Good opportunities for employee advancement (from Team Member, to Team Leader, to Group
Leader to Management)
Toyota Dojo Training Area: Has a good focus on tooling, methods and products. Team
member spends 7-8 days in training for two jobs before starting on the production line.
Examples include:
Defects Table - shows the employees common quality issues and what to look for
Table of Terror - shows the ramifications if improper machine lockout procedures
Operation/Dexterity Test - tests the employees fine motor skills and coordination
Air tool Test - teaches the employee proper tool usage to eliminate excessive force
TOS Office 7
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Toyota Motor Manufacturing Plant - Georgetown, Kentucky
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Daimler Trucks
4. Clarity of Tasks and Roles
Team Leaders are engaged in managing daily business and have knowledge of all KPI's
Team Leaders and Group Leaders wear color coded shirts and hats (T/L tan, and G/L - blue)
Team leaders are well trained in problem solving
5. Leadership / Shopfloor Management
Conduct employee surveys
Good team involvement between management and hourly
Goals are pushed down to teams/operators in order to improve
Floorside Management System (FMDS):
1. Uses Hoshin Kanri (annual plan)
2. All employees are involved (two-way communication)
3. Main KPIs - high level indicators deemed critical to organization
4. Sub KPI's
5. Reflection/root cause investigation
6. Process KPI (Items #4-6 involve PDCA)
TOS Office 8
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Toyota Motor Manufacturing Plant - Georgetown, Kentucky
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Visual Techniques / 5S
5S cards at each station with pictures gives operator a clear understanding of expectations
Great visualization of parts, shadow boards and LMF
2. Standardized Methods and Procedures
SWI along with visual training tools were present at each station
Warning bell 5 minutes and also 45 seconds prior to breaks/lunch ending
Visualized KPI performance with status indicators
TOS Office 9
Toyota Motor Manufacturing Plant - Georgetown, Kentucky
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Customer Focus (External AND Internal)
The customer is considered #1
Theres a big sign hanging from the ceiling that says: "Earning Our Customer's Trust One
Camry at a Time" with every employees signature on it
Separate supplier issues from plant issues
Very low overall PPM: 35 PPM with supplier, 55 PPM internal
TOS Office 10
Toyota Motor Manufacturing Plant - Georgetown, Kentucky
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
2. Robust Process / Products and Preventative Quality Assurance
Each vehicle has clear, easy to read information sheets prominently displayed
SWI's are more worker driven and quality is emphasized
Standardized problem solving methods: Story Board concept - standardized flow and shapes
(i.e. dashed outline of boxes versus solid outline)
Push back quality issues to the supplier so they feel the pain" (i.e. required to come to Toyota
to sort for defect parts, etc)
TPM: Gave employees 15 minutes, two days a week to inspect machinery looking for low level
maintenance issues (i.e. hydraulic leaks, broken clamps, etc) - Ownership Maintenance
Boards
3. Quick Issue Detection and Correction
"We encourage our people to detect problems and stop the line"
Andon System in place. The production line is stopped to address quality issues
Implement "cabbage patch" for next shift to see the defects from prior shift
TOS Office 11
Toyota Motor Manufacturing Plant - Georgetown, Kentucky
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Daimler Trucks
1. Customer Demand Rate / Flow Production
Overall lead time is 4 hours
Takt driven consumption
Recalculate takt time every 3 months
2. Continuous Flow Processing
Good utilization of floor space
The customer is the next process step
Max/Min set up for materials and FIFO cards at each station
Kitting areas implemented
Very little cardboard (every part seemed to be in a returnable container)
TOS Office 12
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Toyota Motor Manufacturing Plant - Georgetown, Kentucky
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Daimler Trucks
3. Pull Production / Kanban and Pull-System
No forklift traffic in production areas
AGV's are used for parts delivery in machining and assembly, which are programmed at takt
time
Place for every part defined and used
4. Production Smoothing
Not discussed
TOS Office 13
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Toyota Motor Manufacturing Plant - Georgetown, Kentucky
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Waste Elimination
Team driven CI events with good connection to Hoshin Kanri
High level of visualization of projects before & after
Machine cycle time reduction achieved through Kaizen activities
Employees participate in "Takt Time Challenge, where teams are presented with a challenge
to reduce cycle time by 2 seconds. They compete against other teams and look for "waste
Share "Best Practice" and continuous improvement initiatives with the corporation world-wide
on shared drive
TOS Office 14
Toyota Motor Manufacturing Plant - Georgetown, Kentucky
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Daimler Trucks TOS Office 15
Bowling Green Corvette Assembly Plant Bowling Green, Kentucky
Background Information:
In 1 million square feet, 212 acres, the Bowling Green Facilities assembly Corvette
vehicles since 1981. Watch the fascinating assembly process of America's favorite sports
car, the Chevrolet Corvette, in a one mile walking tour. Observe as robots weld the steel
structure and our dedicated workforce adds parts in Trim and Chassis. See an engineering
marvel as the chassis and body come together in "marriage." Witness the birth of new
Corvettes at First Start and the thrilling drive off the end of the line.
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Safe Work Practices & Environmental Awareness
No safety glasses required in designated areas (look at past history of eye injury incidents to
justify change in policy)
Clearly marked pedestrian pathways (green surface and yellow boundary lines)
Clear signs for plant tour directions
Ergonomics: tilt tables for parts presentation to operator
2. Work Group Organizational Structure / Team Concept
Not discussed
3. Employee Involvement and Development
Not discussed
TOS Office 16
Bowling Green Corvette Assembly Plant Bowling Green, Kentucky
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Daimler Trucks
4. Clarity of Tasks and Roles
Not discussed
5. Leadership / Shopfloor Management
Shopfloor Management displayed but not discussed
TOS Office 17
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Bowling Green Corvette Assembly Plant Bowling Green, Kentucky
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Visual Techniques / 5S
Some basic 5S and LMF but not very consistent
2. Standardized Methods and Procedures
Visualized KPI performance with status indicators
TOS Office 18
Bowling Green Corvette Assembly Plant Bowling Green, Kentucky
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Customer Focus (External AND Internal)
Every car made has an owner waiting for it so the incentive is to do well and build a high
quality product since the customer may be walking their car down the line
If the owner chooses to watch their car be built at the assembly plant, they can start their car
at the end of the assembly line for the very first time and receive a "birth" certificate
2. Robust Process / Products and Preventative Quality Assurance
Employees must covered up their jewelry, belts, etc to protect the car surfaces
3. Quick Issue Detection and Correction
A lot of quality checks at various levels (i.e. QC in final process offload area uses lights" for
inspection)
Andon cords are present for operators to pull when quality issues are found
TOS Office 19
Bowling Green Corvette Assembly Plant Bowling Green, Kentucky
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Daimler Trucks
1. Customer Demand Rate / Flow Production
Overall lead time is 3 days
Every car made has an owner waiting for it
2. Continuous Flow Processing
JIT is only one day (pay on receipt)
Mezzanines installed overhead to carry car body and paneling
Parts are sequenced
TOS Office 20
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Bowling Green Corvette Assembly Plant Bowling Green, Kentucky
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Daimler Trucks
3. Pull Production / Kanban and Pull-System
Electronic Kanban system (E.P.S. - Electronic Pull System) used to deliver material to station:
When operator reaches minimum stock quantity he/she pushes a button to send a signal
to the forklift driver's onboard computer. The computer will show the driver the part
number, point of use and storage location.
Kanban min/max defined but not always followed
4. Production Smoothing
Not discussed
TOS Office 21
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Bowling Green Corvette Assembly Plant Bowling Green, Kentucky
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Waste Elimination
Every department has to come up with 3 CI ideas per month:
There is no special consequence for over-achieving, accomplishing or not meeting the
target except for being labeled publicly as an over/under achiever
TOS Office 22
Bowling Green Corvette Assembly Plant Bowling Green, Kentucky
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Daimler Trucks TOS Office 23
Freightliner Trucks Manufacturing Plant Cleveland, North Carolina
Background Information:
The largest Freightliner Trucks manufacturing plant, this plant produces the company's full
line of Class 8 truck models, including the Century Class S/T, Columbia, Classic, Classic
XL, and the Argosy cab-over-engine models.
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Safe Work Practices & Environmental Awareness
Full safety analysis is done at each station (hazardous materials, ergonomics, etc)
Large ceiling fans to circulate air inside plant
2. Work Group Organizational Structure / Team Concept
In most areas there is 1 Team Leader per 15 Team Members
Review departmental TIP's once a week (mainly discuss back spikes and if there are any issues
or roadblocks). Management encourage transparency and accountability.
Job rotation every 4 hours
TOS Office 24
Freightliner Trucks Manufacturing Plant Cleveland, North Carolina
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Daimler Trucks
3. Employee Involvement and Development
TOS Office is set up in this manner:
7 full time UAW employees, and 2 trainers which are salaried employees
In addition to the above staff, there's also a 6 month rotation program that's offered to 11
UAW workers
If on any given day the production line staff is insufficient then those 11 rotation program
employees are assigned to work in production (however, if "pulled" for 20 days then those
20 days will get added to their 6 months rotation)
There's a schedule made for CI events to fully utilize these rotation employees
Rotation employees perform "confirmations" such as ensuring that the team boards are up
to date and other TOS tools are being used. They also work on other CI projects.
Idea generation and implementation tracked per team. The number of ideas generated is part
of management's LEAD goals
4. Clarity of Tasks and Roles
Utilize SWIs
TOS Office 25
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Freightliner Trucks Manufacturing Plant Cleveland, North Carolina
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Daimler Trucks
5. Leadership / Shopfloor Management
Plant mission statement is also the 5 year vision and is based on KPI's
5 year Blue Sky with SQDCME and plant vision
Plant TIP to departmental TIP for Blue Sky (not on team level though). At the end of each year these are reviewed with the management and union.
Each manager owns one TIP from the Blue Sky, which is reviewed every two weeks
Environmental is part of SQDCM + E
Departmental information is centralized (Winner's Circle)
Daily SFM meetings
Three level Shopfloor Management boards: Plant Department Team
SFM information cascaded down to department level, then down to team level
On the SFM boards five cost details shown: direct hrs/truck, indirect hrs/truck, overtime/truck, scrap $/truck, supplier $/truck
Conversion costs communicated once per month from plant manager to Team Leaders. Team Leaders sit down with team members to explain actual conversion costs versus target
TOS Office 26
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Freightliner Trucks Manufacturing Plant Cleveland, North Carolina
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Daimler Trucks TOS Office 27
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Freightliner Trucks Manufacturing Plant Cleveland, North Carolina
Environmental Layered Audit Checklist
Daily Environmental Focus Item
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Daimler Trucks TOS Office 28
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Freightliner Trucks Manufacturing Plant Cleveland, North Carolina
Suggestion System Example
5S Area of the Month Champion Banner
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Daimler Trucks TOS Office 29
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Freightliner Trucks Manufacturing Plant Cleveland, North Carolina
Cadence
Meeting
Timer
Daily Cadence Schedule Cadence Meetings Guidelines
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Daimler Trucks TOS Office 30
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Freightliner Trucks Manufacturing Plant Cleveland, North Carolina
Cleveland
Five
Year
Vision
Plan
SQDCM Board & Metrics Results
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Visual Techniques / 5S
Not discussed
2. Standardized Methods and Procedures
Standardized SFM boards
Standardized tracking for safety, defects/unit, OEE, HPU, etc metrics
Standardized Practical Problem Solving Presentation Schedule
WIP sheets that show WIP between each station are marked (red, yellow, green)
The KPI charts are easy to read: target achievement = green area, target deviation = red area
Each SFM board has a title, an owner, meeting day & time and status
indicators
TOS Office 31
Freightliner Trucks Manufacturing Plant Cleveland, North Carolina
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 32
Freightliner Trucks Manufacturing Plant Cleveland, North Carolina
Safety Number of
Incidents Tracking
Truck Conversion
Costs Tracking
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 33
Freightliner Trucks Manufacturing Plant Cleveland, North Carolina
OEE (Efficiency) Tracking
HPU Tracking
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 34
Freightliner Trucks Manufacturing Plant Cleveland, North Carolina
Defects Per Unit Tracking
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 35
Freightliner Trucks Manufacturing Plant Cleveland, North Carolina
Practical Problem Solving Review Schedule
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 36
Freightliner Trucks Manufacturing Plant Cleveland, North Carolina
WIP Level Tracking Sheet Weekly Downtime Tracking
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Customer Focus (External AND Internal)
Not discussed
2. Robust Process / Products and Preventative Quality Assurance
Four audits are conducted per shift: 2 from customer perspective and 2 from end of line
perspective. Each audited truck with results shown in the plant SFM area (Winner's circle)
Problem solving techniques: Problem Countermeasure Strips
3. Quick Issue Detection and Correction
Andon System in place. The production line is stopped to address quality issues. If no one
responds (T/L, G/L, Manager) then it gets escalated to the Plant Manager
Management encourages "Quality in Station. When an issue is detected the line is stopped up
to 10 minutes to resolve the issue before the truck goes Offline. If repair in Offline is >10
minutes then the operators are encouraged to fix the issue online.
Plant metrics show low defects per unit (on average 2.5/truck)
A3s are utilized to resolve problems
TOS Office 37
Freightliner Trucks Manufacturing Plant Cleveland, North Carolina
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 38
Freightliner Trucks Manufacturing Plant Cleveland, North Carolina
Level of Problem Solving Criteria
Practical Problem Solving Raising Criteria
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 39
Freightliner Trucks Manufacturing Plant Cleveland, North Carolina
Problem Flow Strips Explanation
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 40
Freightliner Trucks Manufacturing Plant Cleveland, North Carolina
Problem Countermeasure Strips
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 41
Freightliner Trucks Manufacturing Plant Cleveland, North Carolina
A3 Practical Problem Solving Tracking Sheet
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Daimler Trucks
1. Customer Demand Rate / Flow Production
Overall lead time is 3 days
10% is added to the expected takt time (customer demand) due to downtime
Rebalancing of the line occurs when takt time changes are made (20 takt changes in the last 3
years)
Utilize Yamazumi and Multi-Moment analysis for line rebalancing (currently investigating
software called "GENEO" to do this analysis automatically)
The union is involved in time studies and Yamazumi analysis
2. Continuous Flow Processing
One piece flow
Well developed repack and kitting area
Standardized returnable containers and well organized small container warehouse
TOS Office 42
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Freightliner Trucks Manufacturing Plant Cleveland, North Carolina
-
Daimler Trucks
3. Pull Production / Kanban and Pull-System
Delivery routes established for tuggers and forklifts
Management analyzes downtime every week for the previous week
4. Production Smoothing
Not discussed
TOS Office 43
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Freightliner Trucks Manufacturing Plant Cleveland, North Carolina
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Waste Elimination
Teams do a minimum of one CI project per month per team
Jishuken projects are value stream map driven with heavy focus on line balancing/waste
elimination activities
Encourage employees to try to eliminate wasted movement in increments
Use role reversals during CI events salaried employees do the team member's jobs and
take suggestions. This promotes better buy-in.
Management instills the can't lean out and layoff philosophy to reassure team members that
waste elimination will not eliminate jobs
TOS Office 44
Freightliner Trucks Manufacturing Plant Cleveland, North Carolina
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 45
Freightliner Trucks Manufacturing Plant Cleveland, North Carolina
Team Driven CI Events Tracking Sheet
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Daimler Trucks TOS Office 46
Gastonia Components and Logistics Plant Gastonia, North Carolina
Background Information:
Produces cab and chassis parts for Freightliner's manufacturing operations and
parts distribution centers.
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Safe Work Practices & Environmental Awareness
Safety standards on plant floor: eye, hearing and shoe protection required
Team Leaders use tools to track safety such as a safe work checklist
2. Work Group Organizational Structure / Team Concept
Great Team Concept: very well developed and motivated teams that run daily huddle meetings,
leaders push team concept, and union and management work well together
1 Team Leader per 11 team members, and 1 Group Leader per 5 Team Leaders
3. Employee Involvement and Development
Employees are 100% involved (expectation)
Target of 2 CI ideas per team per month for reduction of labor hours only
TOS Office 47
Gastonia Components and Logistics Plant Gastonia, North Carolina
-
Daimler Trucks
4. Clarity of Tasks and Roles
Very little supervision on plant floor - Team leaders have control of their area and are well
informed
5. Leadership / Shopfloor Management
Blue Sky and one year tactical implementation plan are posted
Team SQDCM boards are present for each department with three sections (one for each shift)
Leadership present on the plant floor
SFM very streamlined with status indicators and good report outs structure and timing = 10 mins
TOS Office 48
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Gastonia Components and Logistics Plant Gastonia, North Carolina
-
Daimler Trucks TOS Office 49
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Gastonia Components and Logistics Plant Gastonia, North Carolina
Team
Boards
-
Daimler Trucks TOS Office 50
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Gastonia Components and Logistics Plant Gastonia, North Carolina
Team Tasks Summary Sheet
-
Daimler Trucks TOS Office 51
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Gastonia Components and Logistics Plant Gastonia, North Carolina
Working
Menu
for
Team
Leader
(Similar to
T-Card
Board)
-
Daimler Trucks TOS Office 52
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Gastonia Components and Logistics Plant Gastonia, North Carolina
Cadence Walks Unresolved Issues List
-
Daimler Trucks TOS Office 53
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Gastonia Components and Logistics Plant Gastonia, North Carolina
Blue Sky Sub TIPs Safety, Quality, Delivery, Cost, Morale & Environmental
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Visual Techniques / 5S
5S and LMF are a little inconsistent but for the most part are implemented
2. Standardized Methods and Procedures
Quick changeover procedures
TOS Office 54
Gastonia Components and Logistics Plant Gastonia, North Carolina
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 55
Gastonia Components and Logistics Plant Gastonia, North Carolina
IDL Performance Metric
Production Utilization Performance Metric
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 56
Gastonia Components and Logistics Plant Gastonia, North Carolina
Indirect Labor Hours Performance Metric
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Customer Focus (External AND Internal)
Management addresses quality issues at the management boards on a daily basis and keep
track of all defects
Quality feedback loop forms, customer agreements, and daily quality gate reviews
2. Robust Process / Products and Preventative Quality Assurance
TPM boards are up to date and well laid out
3. Quick Issue Detection and Correction
Good problem solving examples and escalation processes
Great utilization of A3s
Good connection between problems, countermeasures and results
Problem solving techniques: "Problem Countermeasure Strips"
TOS Office 57
Gastonia Components and Logistics Plant Gastonia, North Carolina
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 58
Gastonia Components and Logistics Plant Gastonia, North Carolina
Customer Agreements
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 59
Gastonia Components and Logistics Plant Gastonia, North Carolina
Customer Quality Feedback Loop
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 60
Gastonia Components and Logistics Plant Gastonia, North Carolina
CCC Strip Tracking
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Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 61
Gastonia Components and Logistics Plant Gastonia, North Carolina
Quality Go-Look-See Example
Problem Countermeasure Strip
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Daimler Trucks
1. Customer Demand Rate / Flow Production
Not discussed
2. Continuous Flow Processing
Good utilization of floor space
TOS Office 62
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Gastonia Components and Logistics Plant Gastonia, North Carolina
-
Daimler Trucks
3. Pull Production / Kanban and Pull-System
Utilized the Automated Navigational Tugger (ANT) for delivery of small parts:
Operator at the work station unloads the full containers and loads the empties onto the
ANT
Containers have color coded stickers based on the delivery areas
Standardized Work In Process (SWIP) boards for their Kanban system
Audited twice a day by the Team Leader
Three sections on the board (green/yellow/red)
Good development of routes for small parts and kitting (Andon system in place for material
delivery)
Utilized local suppliers as much as possible for raw materials
4. Production Smoothing
Fabricate components according to daily build schedule
TOS Office 63
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Gastonia Components and Logistics Plant Gastonia, North Carolina
-
Daimler Trucks TOS Office 64
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Gastonia Components and Logistics Plant Gastonia, North Carolina
Standard Work In Process Board (SWIP)
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Daimler Trucks TOS Office 65
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Gastonia Components and Logistics Plant Gastonia, North Carolina
Automatic
Navigational
Tugger
(ANT)
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Waste Elimination
Each team conducts 2 team driven CI events per month
TOS Office 66
Gastonia Components and Logistics Plant Gastonia, North Carolina
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 67
Gastonia Components and Logistics Plant Gastonia, North Carolina
Team Driven CI Event Example
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 68
Gastonia Components and Logistics Plant Gastonia, North Carolina
Team Driven CI Events Tracking Sheet by Shift
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Daimler Trucks TOS Office 69
Gastonia Components and Logistics Plant Gastonia, North Carolina
Background Information:
The history of Thomas Built Buses is a long and winding road that began in 916 in the
small North Carolina city of High Point. Today, the 95-year-old company operates
several manufacturing plants in High Point, N.C. producing Type A, C and D buses and
Type D chassis. More than 50 dealers provide sales and service support throughout
North America.
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Safe Work Practices & Environmental Awareness
Safety: PPE includes tinted sunglasses in designated areas around weld operations. Eye,
hearing protection and safety shoes also required.
Every single team member has a target to deliver 3 safety CI ideas per year
Great recycling program; 100% waste landfill free
Have designated areas for eating and drinking
2. Work Group Organizational Structure / Team Concept
Not discussed
TOS Office 70
Thomas Built Buses Manufacturing Plant High Point, North Carolina
-
Daimler Trucks
3. Employee Involvement and Development
Good employee involvement and morale building events
Each Team leader is assigned to a small tree plant and must take care of it. If they can't take
care of "plant" then they can't take care of plant
In total 10,000 ideas put in to the suggestion system with 86% implementation rate
Target achievement gets tracked per single employee
Great morale. Employees were well trained and empowered.
4. Clarity of Tasks and Roles
Not discussed
TOS Office 71
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Thomas Built Buses Manufacturing Plant High Point, North Carolina
-
Daimler Trucks
5. Leadership / Shopfloor Management
Management and employees work together as a team
Hoshin Planning generated from Blue Sky (SQDCME)
SFM/Gemba walks are used for immediate feedback on issues and to review manpower and SQDCME metrics
Plant manager spends 85% of his time on the production floor
When an employee was asked how did they get the people to buy into TOS, he answered: management follows up on everything
TOS Office 72
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Thomas Built Buses Manufacturing Plant High Point, North Carolina
-
Daimler Trucks TOS Office 73
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Thomas Built Buses Manufacturing Plant High Point, North Carolina
Team Board
-
Daimler Trucks TOS Office 74
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Thomas Built Buses Manufacturing Plant High Point, North Carolina
Tree Plant (Employee
Involvement and
Development)
Plant Information Center
-
Daimler Trucks TOS Office 75
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Thomas Built Buses Manufacturing Plant High Point, North Carolina
T-Card
Board
Gemba
Walk
Action
Items
List
-
Daimler Trucks TOS Office 76
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Thomas Built Buses Manufacturing Plant High Point, North Carolina
Daily
Cadence
Meeting
Schedule
(left)
Cadence
Meeting
Guidelines
(right)
-
Daimler Trucks TOS Office 77
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Thomas Built Buses Manufacturing Plant High Point, North Carolina
Plant TIP
Plant
Blue
Sky
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Visual Techniques / 5S
Good 5S followed throughout that is standardized
2. Standardized Methods and Procedures
KPI's posted and updated regularly
Hour by hour performance tracking
Great process boards set up that show pictures of the sequence of process steps in each area
TOS Office 78
Thomas Built Buses Manufacturing Plant High Point, North Carolina
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 79
Thomas Built Buses Manufacturing Plant High Point, North Carolina
Process
Flow
Example
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 80
Thomas Built Buses Manufacturing Plant High Point, North Carolina
Plant Conversion Costs Per Unit Metric
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 81
Thomas Built Buses Manufacturing Plant High Point, North Carolina
Plant Metrics
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Customer Focus (External AND Internal)
The customer is put first
Combine supplier issues and plant issues into PPM tracking
2. Robust Process / Products and Preventative Quality Assurance
Audits performed on one bus per shift
Have a quality sign off per team
Audit results get tracked down the team level
Boards prominently displayed with issues, resolutions and lessons learned so they can not be
forgotten
TPM boards throughout facility
TOS Office 82
Thomas Built Buses Manufacturing Plant High Point, North Carolina
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
3. Quick Issue Detection and Correction
Quality Gates are present throughout the production line
Andon in place at each station. Production is stopped to address quality issues and the
management gathers data on top issues
TOS Office 83
Thomas Built Buses Manufacturing Plant High Point, North Carolina
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 84
Thomas Built Buses Manufacturing Plant High Point, North Carolina
Quality Gate
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 85
Thomas Built Buses Manufacturing Plant High Point, North Carolina
TPM Board
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 86
Thomas Built Buses Manufacturing Plant High Point, North Carolina
TPM Mission Statement
Future Maintenance Work Cycle Process Map
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 87
Thomas Built Buses Manufacturing Plant High Point, North Carolina
TPM Employee Equipment Improvement Suggestion Process
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Daimler Trucks
1. Customer Demand Rate / Flow Production
Overall lead time is ___ days
2. Continuous Flow Processing
One piece flow
Good utilization of floor space
3. Pull Production / Kanban and Pull-System
One hour tugger routes established
Kanban system in place with a 2-bin principle
Every receiving dock door is strategically placed around the perimeter of the building, where
each dock is right next to the point of use
4. Production Smoothing
Not discussed
TOS Office 88
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Thomas Built Buses Manufacturing Plant High Point, North Carolina
-
Daimler Trucks TOS Office 89
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Thomas Built Buses Manufacturing Plant High Point, North Carolina
JIT Strategic Dock Door Placements
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Waste Elimination
600 team driven CI events conducted in the past year
The target is 6 CI ideas per team member per year
3 white CI ideas (cost/quality/delivery/environment)
3 yellow CI ideas (safety)
As a whole, the team both union and management, were on the same page on CI events
Participate in Lighthouse projects
TOS Office 90
Thomas Built Buses Manufacturing Plant High Point, North Carolina
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 91
Thomas Built Buses Manufacturing Plant High Point, North Carolina
CI
Workshop
Results
Sheet
Example
-
Daimler Trucks TOS Office 92
Detroit Diesel Remanufacturing Facility Cambridge, Ohio
Background Information:
Detroit Diesel Remanufacturing (DDR) is the global leader in the remanufacturing of
products for on and off-highway power systems. Wide range of products remanufactured,
including engines, axles, water pumps, oil pumps, transmissions, electronics and other
components.
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Safe Work Practices & Environmental Awareness
Safety: no cell phones policy
Scrap metal and recycling present
Attempt to reuse as many available parts as possible
2. Work Group Organizational Structure / Team Concept
Team Leaders hold daily huddle meetings with team
Each team has a team board
TOS Office 93
Detroit Diesel Remanufacturing Facility Cambridge, Ohio
-
Daimler Trucks
3. Employee Involvement and Development
Strong employee involvement with team leaders
Well developed Employee of the Month program:
1. Hourly employee fills out a form to nominate somebody including reasons for
nomination
2. A committee reviews all nominations every two weeks
3. All salaried employees receive all nominations without the names but only with the
reasons why and then rank the nominees
4. The winner receives:
a) A picture on the wall inside the plant
b) An article and picture in local newspaper
c) One paid day off
d) A gift with the company logo on it
TOS Office 94
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Detroit Diesel Remanufacturing Facility Cambridge, Ohio
-
Daimler Trucks
4. Clarity of Tasks and Roles
Not discussed
5. Leadership / Shopfloor Management
Not discussed
TOS Office 95
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Detroit Diesel Remanufacturing Facility Cambridge, Ohio
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Visual Techniques / 5S
Tool boards labeled, shadowed and organized
2. Standardized Methods and Procedures
Process steps in place for every single stage of repair
TOS Office 96
Detroit Diesel Remanufacturing Facility Cambridge, Ohio
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Customer Focus (External AND Internal)
Good communication with the customer
Each department has their own quality targets
2. Robust Process / Products and Preventative Quality Assurance
Provide defect feedback to the DDC Warranty Department on what they find wrong with
products so it can be communicated to the Development Engineers
Application of advanced technology to their products. For example:
Thermo flame spray process for adding stock to surface - fill in porosity holes - combo of
dual wire (nickel alloy/steel) brought to single arc point then sprayed on with 90 lbs of
pressure are onto surface at 3 thousands overlapping
3. Quick Issue Detection and Correction
If a quality issue is found they address it right away (good FTT)
TOS Office 97
Detroit Diesel Remanufacturing Facility Cambridge, Ohio
-
Daimler Trucks
1. Customer Demand Rate / Flow Production
Engines are built to order (4-10 week lead time)
2. Continuous Flow Processing
Not discussed
3. Pull Production / Kanban and Pull-System
Not discussed
4. Production Smoothing
Not discussed
TOS Office 98
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Detroit Diesel Remanufacturing Facility Cambridge, Ohio
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Waste Elimination
Not discussed
TOS Office 99
Detroit Diesel Remanufacturing Facility Cambridge, Ohio
-
Daimler Trucks TOS Office 100
Canton Storage Facility Canton, Ohio
Background Information:
The Canton PDC is located in Canton, Ohio and serves the Detroit Diesel Distributor
network and the Daimler supply network. The Canton PDC packages and ships engine
parts worldwide, and supplements the FLLC dealer network shipments.
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Safe Work Practices & Environmental Awareness
No cell phones policy
Safety glasses not required
2. Work Group Organizational Structure / Team Concept
Daily huddle and supervisor meetings
Team structure in place, however team members can be moved to different jobs based on
demand
Continuous job rotation to keep people busy, challenged and excited. This also helps keep
absenteeism down
Vacation for individual employees on a team get scheduled within their teams in January for
the entire year:
In the summer, no more than 10% of employees can be on vacation on any given day
In the winter, no more than 15% of employees can be on vacation on any given day
TOS Office 101
Canton Storage Facility Canton, Ohio
-
Daimler Trucks
3. Employee Involvement and Development
Target of one implemented CI idea per year per employee
Employees don't receive any incentive for submitting their ideas (no monetary rewards, the
incentive is for better work conditions)
4. Clarity of Tasks and Roles
3 month training process for new hires
TOS Office 102
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Canton Storage Facility Canton, Ohio
-
Daimler Trucks
5. Leadership / Shopfloor Management
Monthly TOS Management meetings with both shifts
Weekly newsletter
The company provides the team members with 5 shirts with the company logo and personalized name tag for every employee every 18 months
Employees with a one year perfect attendance (less than one minute unscheduled absence during the year) receive year long designated parking spot. The employees get to pick their preferred parking spot based on their seniority.
TOS Office 103
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Canton Storage Facility Canton, Ohio
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Visual Techniques / 5S
Facility-wide 5S map with individuals assigned to designated areas. Audits are performed on
these areas regularly.
2. Standardized Methods and Procedures
Standards for packaging are developed internally
TOS Office 104
Canton Storage Facility Canton, Ohio
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
TOS Office 105
Canton Storage Facility Canton, Ohio
Facility
-Wide
5S
Map
5S
Audits
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Customer Focus (External AND Internal)
High focus on customer concerns and needs
2. Robust Process / Products and Preventative Quality Assurance
Quality Engineering group onsite
Mistake proofing - the weighing of outbound packaging to ensure accuracy to customer:
The package weigh station weighs box for order and determines if it's at or below the
expected weight and either accepts or rejects the box
If its rejected the the box is emptied and the missing parts are identified
Employee that made the mistake corrects the problem
TOS Office 106
Canton Storage Facility Canton, Ohio
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
3. Quick Issue Detection and Correction
Error tracking posted on team boards
Excellent Packaging Engineering Test Lab to ensure proper packaging so that the customer
receives good quality parts. Tests conducted include:
Humidity/Temperature tests
Drop test
Crush test
Vibration test
CMM lab on-site to check part characteristics if a customer identifies a parts issue
TOS Office 107
Canton Storage Facility Canton, Ohio
-
Daimler Trucks
1. Customer Demand Rate / Flow Production
Delivery is based on customer demand
2. Continuous Flow Processing
One piece flow implemented in individual work cells
TOS Office 108
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Canton Storage Facility Canton, Ohio
-
Daimler Trucks
3. Pull Production / Kanban and Pull-System
Not discussed
4. Production Smoothing
There are two sides of the aisle on the shipping dock: one side is "must ship out that day" and
the other side will ship out in the future (usually within the next week). If there are no urgent
jobs then the employee can work on the non priority jobs and place them on the will ship out
in the future side.
TOS Office 109
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
Canton Storage Facility Canton, Ohio
-
Daimler Trucks
Team Concept and
Safety
Standardi-
zation Quality Just-In-Time
Continuous Improvement
1. Waste Elimination
Daily CI activities and team driven CI events
Target of 8% efficiency improvement per year
Computer program developed that determines the most efficient amount and type of parts to
ship in specific box and calculates the percent of box filled to minimize waste
TOS Office 110
Canton Storage Facility Canton, Ohio