Empowering Team Members - Home - South Carolina ... -Empowering Team Members.pdfEmpowering Team...

Empowering Team Members

February 23, 2013

Bridgestone Aiken PSR/LTR Plant

Safety

• SQN Teams

• Small Group Teams

• Standard Driven Process

• Cross Functional Teams

• Wildlife Habitat Team

Copyright © 2011 Bridgestone Americas, Inc. | March 2011 2

● Ground breaking in August, 1997

● First tire August, 1998

● 1.8 million-sq. ft. facility (originally 1.5

million)

● On 585 acres of land

● 457 million dollar investment after expansion

in 2000 (435 million dollar initial investment)

● PSR & LTR 15” – 20” rim size

● OE supplier to GM, Toyota, Honda, Chrysler,

Ford

● 718 Machine Technicians (MT)

● 77 Service Technicians (ST)

● 132 Salaried Team Members

● Union-free Team organization

● Self-sufficient mixed stock supply

(Currently 4 x 620 mixers)

● 4-Roll calendar with PT capability

● MTS (ACTAS) building system (25)

● Captive Inner liner / Body Ply carts

● Mitsubishi 51” Presses (180)

Aiken PSR/LTR Plant


Expansion Totals

● 740,000 Sq. Ft.

● 346.4 Million Dollar

Investment

● 480 New Hires (377 BS & 103

Contract)

● +12.75 K Tires/Day

Aiken PSR/LTR Plant Expansion

Copyright © 2011 Bridgestone Americas, Inc. | March 2011

Bridgestone Aiken County PSR LTR Pant

4

Proud Member of South Carolina VPP Palmetto Star Program Since 2001


Andrew Carnegie

• Teamwork is the ability to

work together toward a

common vision.

• The ability to direct

individual accomplishments

toward organizational

objectives.

• It is the fuel that allows

common people to attain

uncommon results.

Vincent Lombardi

The achievements of an

organization are the results

of the combined effort of

each individual.

5


Bridgestone Team Foundations


Traditional

Management-driven

Incremental improvements

Department/function focus

Policy/Procedure based

High management commitment

Many levels of management

Information limited

Continuous improvements

Whole business focus

Values/Principle based

High team-member

commitment

Few levels of management

Information shared widely

Customer-driven

Team-based

Management Systems

Safety Management Responsibility Safety Everyone’s Responsibility


Successful Teams

Shared goal/mission

Climate of trust and openness

Open and honest communication

A sense of belonging

Creativity and risk-taking are encouraged


Successful Teams (continued)

Ability to “self-correct”

Members are interdependent on each other

Decisions are made by consensus

Participative leadership

Diversity valued as an asset


Today’s workers want: More responsibility

More rewards

More information

More decision making power

More skills and training

More authority

Safe Work Environment


Safety Quality and Non-Operational Time (SQN)Teams


Safety

HR

Education

NOT

Quality

Use of Coordinator Teams


All SQN Team Members:

• Work for consensus on decisions and support the team’s decision

• Share openly with other team members about feelings, opinions, problems and

conditions

• Trust, respect, support and have genuine concern for other team members

• Listen and try to understand other team member’s point of view

• Encourage and assist other team members

• Strive for self-improvement

• Share responsibilities for improving team effectiveness

• Serve as representatives for various committees/teams


Safety Coordinator

• Function Coordinate best safety practices in area of safety to ensure injury-free environment

• Responsibilities

• Are Machine Operators with additional duty

• Are a coordinator for one year (option of 2 years)

• Coordinate all crew safety activities

• Input all safety activities into online safety planner

• Conduct and coordinate audits, inspections and drills

• Advocate safety for your crew

• Meet monthly with Group Leader or Kaizen Leader

• Coordinates daily start of shift stretching exercises

• Bi-annual report to Plant Manager

• Recommended specialized training: Accident/Incident investigation and OSHA safety awareness


Small Group Improvement Teams


SMALL GROUP IMPROVEMENT TEAMS

• Designed to take Team Member concerns and develop strategic plans

for correction.

• Administered by Team Members and supported by all levels of

management.

• Work on projects in which they can effect change or continuous

improvement.

• Provided with training and tools they need



• 29 active teams

• One active team per CL at any given time

• Up to eight members

• Team member or GL can propose projects

• Cost benefit analysis to determine return on investment (ROI)

• Participation required by all team members


Problem Statement

Y Condition

Small Group Teams

DMAIC Process Roadmap

Process Map

FMEA

Multi-Vari Analysis

Waste Identification

Spread KPIV’s

Centering KPIV’s

Implement

“Should” Process

Validate Results

DOE

Develop

“Should” Process

Confirmation

Compare Process

To Standard

Cause & Effect

MSA

Baseline Capability

Improve Control Analyze Define & Measure



DMAIC Template



DMAIC Template

23



DMAIC Template


Standard Driven Process (SDP)Teams


Bridgestone - Aiken

Suru Raku

The Japanese-way

Full-Participation KAIZEN Manuals & Standards

The Western-way

Smooth Operation

SDP Standards Driven Process

What Is “SDP”?

D –> Define

M Measure

A Analyze

I Improve

C Control

Copyright © 2011 Bridgestone Americas, Inc. | March 2011 Standard Driven Process

Identify Gaps

Current

State

KAIZEN

Standard Compare

Before and After


Bridgestone - Aiken

Standard Based Improvement Summary


Standards Based Improvement Workflow

Standard Driven Process


Why Select Extruder Extraction Procedure

50

46 45

40

0

10

20

30

40

50

60

A Crew B Crew C Crew D Crew


Average of 45 Minutes per crew

during drill


Cross Functional Team

1. Kevin Hallman (Operator) 2. Mike Watson (Operator) 3. Mark Cousino (Operator) 4. Sherry Murdaugh (Crew Leader) 5. Carl Smith (Kaizen Leader) 6. Missy Sheppard (SDP Leader) 7. Craig Kiger (Maintenance)


Reviewed Current Standard



Safety Extruder

Extraction

Man Method Machine Material

Improve

Measure

Analyze

Control

Define

M A I C D


Define Safety


M A I C D


Measure/Analyze Safety


Gaps Found

M A I C D


• Cut bar down to fit into EEK

•Ratchet to turn screw

• Make holding spot outside EEK for bar

• Use power drill to remove guard

•Cut access point to screw

•Not enough leverage

•Difficult to turn

•All EEK part should be locked in box

•Faster, but not desired time

•Create danger because of bounce back


Extraction meetings discussing improvement ideas.

M A I C D


• Cut bar down to fit into EEK

• Ratchet to turn screw

• Make holding spot outside EEK for bar

• Use power drill to remove guard

•Cut access point to screw

•Add anchor for support

•Not enough leverage

•Difficult to turn

•All EEK part should be locked in box

•Faster, but not desired time

•Create danger because of bounce back


KOKAI watch of drills to determine best action items to build on

M A I C D


Improve


Safety

M A I C D


Safety IIP for Improvements

Put together IIP of action Items


CLOSING THE GAPS

Quick access guard with one bolt was installed to eliminate removing the entire guard.

BEFORE AFTER



CLOSING THE GAPS

• An anchor was installed for leverage to eliminate the need for a bar. • This also allows for one person to turn the screw instead of two.

BEFORE AFTER



Extruder Extraction Drill Minutes Per Crew

After Improvements

10 9 9

10

0

5

10

15

20

25

30

A Crew B Crew C Crew D Crew


Safety

35 minute time reduction


Control


Safety

M A I C D


Safety Itemized Implementation Plan

All IIP action items are complete


Safety Educate to Standard

One point lesson sent out explaining changes with before and after

pictures Video and excel working

standards were created. All team members were

required to be trained to new standard within a

month.


Bridgestone - Aiken

Summary

• SDP = Smooth Operation

• Operator Involvement

• Reduces Gap Between The Actual & Standard

• Improving The Standard is Continuous

• Always Begin & End With A Standard

• Education Is Easier

• Safer Process now and over time


Environmental Team


2009 EMSManagement Review Aiken County Plant


Disc Golf picture


Discovery Habitat Pond

51


KOI Pond

Aiken HS Horticulture Class Helped With Design

Girl Scout Troops Helped With Planting


646 Blue Bird eggs have been laid since 2006. This Year we will have 30 nest boxes!

Empowering Team Members

February 23, 2013

Bridgestone Aiken PSR/LTR Plant

Safety

Empowering Team Members - Home - South Carolina ... -Empowering Team Members.pdfEmpowering Team...

Documents

Transcript of Empowering Team Members - Home - South Carolina ... -Empowering Team Members.pdfEmpowering Team...