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AUTOMOTIVE

MANUFACTURING

Our Client is a world-class designer and manufacturer of painted and mold-in-colour, Class “A” exterior trim products and sub-systems for the automotive sector (Tier I and II). They produce plastic components such as exterior finished and painted trim, body-side moldings, wheel flares, and grilles for the automotive industry. They are certified for ISO/TS 16949, ISO 9001, ISO 14001. Manufacturing out of 5 locations, they employ over 900 employees in their operations.

Objectives

  • Reduce operational costs in all 5 plants.
  • Re-enforce industry standards and their application on the production floor.
  • Training and on-the-floor performance coaching of the front-line Supervisors related to their roles and responsibilities, focusing on a more pro-active management style.
  • Fine-tuning of the current standard operating procedures (SOP’s) with the employees and Supervisors on-the-floor.
  • Enhancing the timeliness and effectiveness of communication between the Supervisors and their employees.
  • Developing a material awareness program to reduce material waste and scrap levels.
  • Implementing a uniform Management Operating System (MOS) across all plants.

Assessment Findings

  • Work Time

  • Non-effective Time

  • Opportunity time built into labor activity compared to machine time cycles.
  • Excessive response time of mechanics when there was downtime on the equipment.
  • Standard cycle times on equipment have opportunity time built into them.
  • Crewing requirements were not based on the number of machines running.
  • High level of rejects on the paint lines resulted in rework and low levels of customer satisfaction.
  • Lost capacity on the racks of the paint lines.
  • Ineffective balancing of the workload between the employees working in all of the production cells.
  • Machine operators were not paying attention to their machines when they were running.
  • There were no goals or objectives set at any time by the Supervisors with their employees with regards to the work at hand related to quality, cost, schedule attainment, etc.
  • Supervisors do not follow-up during the shift with their employees to identify variances to plan in terms of cost of operation and production volumes.
  • Supervisors generally let production follow its course, leaving the employees to manage the process themselves and at their own pace.

PVA's Response

  • Improved the structure of the communication flow across departments to coordinate increased volume throughput across all areas.
  • Involved all Managers and Supervisors in the design and implementation of new elements to their existing Management Operating Systems (MOS) to secure their ownership of those changes.
  • Focused the training and on-the-floor performance coaching to motivation and positive communication with all the Supervisors and Managers with their employees.
  • Increased the levels of pro-active supervision based on setting and following-up on work activity expectations with the employees.
  • Drove the attainment and perpetuation of results through Plant Manager leadership sessions during every aspect of the project.
  • Provided the Plant Managers with the structured and timely information they required to monitor and follow-up on both the Management Operating Systems compliance and the attainment of production results.
  • Improved the levels of overall employee skills and work activity flexibility.
  • Developed and implemented a “best practice” approach for set-ups and change-overs.

The Results

Some significant results obtained by our Client included:

Improvement in Supervisory Activities

Automotive Supervisory Activities

PRE-PROJECT
4% 0% 35% 16% 45%
POST-PROJECT
40% 17% 23% 10% 10%
  • Active Supervision
  • Training
  • Administration
  • Manual Work
  • Available

Earned Hours / Hours Worked

We witnessed a 30% improvement from earned hours over hours worked.

Savings

Automotive Manufacturing Savings

Long Term Work Continuation

  • Client Project Coordinators were trained and certified during the PVA engagement in eachof the five plants.
  • A quarterly audit program of the new Management Operating Systems was developed for the Coordinators.
  • PVA conducted audits over 18 months to ensure compliance to the continued utilization of the Management Operating Systems.
  • These Audits resulted in recommendations and action plans to further identify additional opportunities for improving operations.

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$1.15
+ BILLION SAVED
4.2
AVERAGE ROI
28
YEARS
580
+ ENGAGEMENTS
220
+ CLIENTS