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Lean Cultural Change Gerstenslager Nov 2, 2010 96ppi
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Transcript of Lean Cultural Change Gerstenslager Nov 2, 2010 96ppi
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Lean Cultural Change – Teams, Technology & Tools
Retraining Gerstenslager in the Global Economy
November 2, 2010
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Individuals’ Background• Steven Delmoro – Gerstenslager Company Director Sales,
Engineering & Materials– Technical professional with over 20 years of experience in the field of
automotive BIW stampings & assemblies– Key leader driving cultural change necessary to survive the recent
recession and place company on path to global competitiveness
• Keller McGaffey – Interactive Training Systems (ITS) President– Founder and owner of ITS– Created and implemented training and technical support tools
necessary to permanently transform Gerstenslager’s production Systems
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AgendaA. Gerstenslager Company – Background B. Improvement PlanC. Interactive Training System (ITS) – BackgroundD. Needs AssessmentE. Implementation Plan
• Technical Reference System• Work-Team Training• Total Productive Maintenance & Lean• Government Grants and Support
F. Results and Current Status
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“Technical workers need to be better trained. They must understand complicated processes and be able to Predict, Prevent, Troubleshoot, and Solve Problems in a high pressure environment”
– The Automotive TechnicalEducation Collaborative
(AMTEC)
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“Traditional technical education and training simply don’t provide such workers with the skills they need to succeed—or the skills their employers need to be competitive”
– NGA Center for Best Practices
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Gerstenslager CompanyBackground
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Gerstenslager Business• Established in 1860 – Transportation business• Location – Wooster, Ohio & Clyde, Ohio• Leading automotive service parts supplier for outer body sheetmetal
panels & assemblies– $100M stamping division of Worthington Industries, headquartered in
Columbus, OH. www.worthingtonindustries.com• Primary Products and Services
– Large Sheetmetal Stampings– Welded Assemblies – Automotive door, hood, fender– Electrodisposition paint process– Warehousing and logistics services
• Current Employment – 584 employees
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Why is Gerstenslager Different?
Gerstenslager Other Suppliers
Customer Base 7 Main Customers35 Total Customers
3-6 Main Customers
Primary Product 70% Auto Service Prod20% OE Auto Products10% Non-Automotive
10% Auto Service Prod90% OE Auto Product
Dies & Tools 14,000 200 - 250
Part Numbers/SKU 3500 60 - 80
Ave Prod Lot Quantity ~ 400 ~ 2000
Production Processes Blank, Stamp, Welded Assembly, Ecoat, Pack,
Warehouse, Distribution
Stamp, Welded Assembly
Core Competency Manage Service Life of Automotive Parts
Launch New Vehicle Part Production
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Improvement Plan
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Gerstenslager Improvement History
Past Programs and Training• Kiazen Teams – Ford • PICOS – GM• Lean Sigma Assessment –
Nissan• Lean Training Programs
– 5 S– SMED – Value Mapping –
Schedule• Team Development
Results • Complexity of business challenged
lean convention• Infrequent running of low volume
product suppressed savings• Flexibility of workforce made
training difficult• Focus lost due to competing
priorities• Poor sustainability of
improvements • Tactical improvements not culture
changing improvements
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Strategic Improvement Plan
SAFETYIMPROVEMENT
INITIATIVE
SCRAP &REWORKINITIATIVE
FIXED COSTREDUCTIONINITIATIVE
INVENTORYREDUCTIONINITIATIVE
IMPROVEDEQUIPMENTUTILIZATION
TEAM BUILDING– Technology– Team Build– Lean/TPM
• Key Workstations
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Interactive Training Systems• Preferred training supplier to the State of Ohio• Customers include:
– Ford, GM, Chrysler– Detroit Diesel, Caterpillar, Paccar, etc.– Original Equipment Manufacturers (OEMs)– Tier Ones, Twos, Threes– Industries: Stamping, Assembly, Machining, Paint
• Recent recipient of the Ford Presidents Health and Safety Award for two custom eLearning training courses developed for the Ford Lima Engine ECPL Training
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Interactive Training Systems• History
– 40 years in the industry– Engineering based– Technical writers and trainers– Real world experience– Machine designers - Mechanical/Controls
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Interactive Training Systems• Technical Reference Systems
– Safety - General and Machine specific– Operation, Repair, and Maintenance procedures developed
using Step-By-Step program (StepBuilder)– Troubleshooting procedures developed using FaultBuilder
program– Exploded views with part specifications– Controls information (Hydraulics, Pneumatics, Lubrication,
Coolant, etc.)– Machine operation simulations– Assembly/Disassembly/Set-up/Calibration procedures
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Interactive Training Systems– Operation and Maintenance Step-By-Step Samples
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Interactive Training Systems– Troubleshooting - FaultBuilder Samples
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Interactive Training Systems– Exploded View Samples
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Interactive Training Systems– Controls Information Samples
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Interactive Training Systems– Simulation Sample
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Interactive Training Systems• Technical Reference Objectives:
– Get technical information into workers’ hands quickly and accurately to reduce MTTR and increase MRTBF
– Benefits: Ensure standardized work processes
(ISO 9001:2008 compliant) Team training tool for consistency Continuous improvement
o Procedures can be easily updated as procedures and processes are streamlined
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Interactive Training Systems
• Leadership Development– Assess Current Leadership Styles and Relationships– Facilitate the Development of the Organizational
Vision– Develop and Rollout Strategy Deployment
ORGANIZATIONAL DEVELOPMENT
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Interactive Training Systems
• Team Development– Develop and Rollout Organizational Design
Document– Develop Team Skills– Develop HPTs (High Performance Teams)
Pilot Area and Replicate– Train Team Skills– Coaching/Mentoring Leaders– Coaching/Mentoring Support Functions– Coaching/Mentoring Team Leaders and Members
ORGANIZATIONAL DEVELOPMENT
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• Evaluation of Organizational Change– Develop Performance Management System– Develop Survey Instrument– Develop Measures and Tracking Process
Interactive Training SystemsORGANIZATIONAL DEVELOPMENT
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Lean Cultural Change Objectives• To transform Gerstenslager into a world-class
manufacturer• Increase the knowledge level, productivity, and
competitiveness of the workforce and management team at Gerstenslager
• Increase the value, size, and diversification of Gerstenslager’s customer base by improving cost, quality, and scheduling
• Retain the existing workforce and prepare them for new opportunities as the severe recessionary environment rebounds
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Needs Assessment Analysis
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Initial Needs Analysis
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Assessment Results• Gerstenslager Leadership is committed to adopting a
cultural change and support of Team and Lean based initiatives.
• Teams were already put in place, but needed training and support
• 3 prong approach required:– Technical Reference
Systems– Develop High Performance
Work Teams– Lean Manufacturing implementation
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Implementation Plan
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Implementation – 3 Phase Plan
Phase One – ($250,000 Ohio State Grant)
– Steering Committee formed(Joint Leadership — Union and Management)
– Teams formed (A-Line Pilot Area)2 shifts
– Technical Reference System developed for A-Line– Approximately 50 employees trained
April 2009 June 2009 June 2010 June 2011
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Implementation – 3 Phase Plan
Phase Two – ($300,000 Ohio State Grant)
– Steering Committee supporting teams– Teams formed on Y-Line - 2 shifts and Hem 1 Cell– Technical Reference Systems developed
Y-Line Hem 1 Cell
– Approximately 300 employees trained– Adopting “Worthington Lean Academy” Model– Positive results in key metrics
April 2009 June 2009 June 2010 June 2011
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Implementation – 3 Phase Plan
Phase Three – ($250,000 Ohio State Grant)
– Steering Committee supporting teams– Expanding Lean Tools and Methods
thru “Worthington Lean Academy” – Expanding Teams and Technical Reference Systems
to Clyde facility– Technical Reference Systems development
Clyde facility press line Paint system
– Estimated 300 employees to be trained
April 2009 June 2009 June 2010 June 2011
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Operations Lean Academy
The Operations Lean Academy was developed to help our organization establish sustained business growth to consistently maximize shareholder valueGoal: Establish participant skills and ability to facilitate lean activities that will realize and sustain the impact of continuous improvement activities at their respective facilities.
Core Learning Modules:•Company Transformation Update•Performance Management Process•Lean 101 Workshop•Presenting With Impact Workshop•6S Workshop•Waste ID Workshop•SMED (Single Minute Exchange of Die) Workshop•Sustaining Change Workshop
Lean-specific workshops include experiencing the workshop as a participant, followed by a train-the-trainer session and individual practice in front of the group. The Lean Academy is conducted in five (5) sessions over a ten-week period. Participants are required to conduct live workshops at their facilities between each Academy session.
Local Operations / Plant Managers partner with the Lean Academy participants to reinforce and sustain improvements.
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Phase One Participants
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Industry Recognized Certificates
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Technical Reference Systems
• Emphasis on standardized work practices• Computer based work instructions at the workstation
providing– Safety documentation– Operational and technical Information– Repair and Troubleshooting support
– Setup Procedures– Role/Team Definitions– ISO/TS Support
• Employees certified in training and demonstration of work procedures and navigation of Technical Reference Systems
• Updated as teams streamline and error proof processes
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Technical Reference Systems• Example of Gerstenslager ITRS opening screen:
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Technical Reference Systems• Examples of Gerstenslager ITRS screens
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Technical Reference Systems• Examples of Gerstenslager ITRS Safety screens
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Technical Reference Systems• Examples of Gerstenslager ITRS Maintenance
screens
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Results and Current Status
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Gerstenslager Results
• Leadership Preparation– Direction and support of Work Teams– Alignment of goals at all levels of organization
• Ongoing coaching of Team Process• Development of Team Skills• Effectiveness Measures
– Communication Skills– Decision-Making – Productivity Metrics
DEVELOPMENT OF EFFECTIVE WORK TEAMS
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Gerstenslager Results
• Understanding and responding to operational constraints
• Value Stream mapping• 5S and Visual Management• Daily Walk-Around Audit• Preventive and Predictive Maintenance• Total Productive Maintenance (TPM)• TPM to Lean Manufacturing
TOTAL PRODUCTIVE MAINTENANCE/LEAN MANUFACTURING
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Gerstenslager Results• Team Development:
– Increased leadership on floor– Increased communication up and down organization– Expectations of team to take responsibility for safety, quality and
productivity of each workcell
• Set-up time reduction - Data shows positive trend – Press and Assembly operations
• Downtime and Scrap reduction efforts becoming new focus – engagement of team
• Best Practices communicated among shifts and workstations
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Automated Pressline Results
Stratified Setup Times
0%20%40%60%80%
100%
Jun Jul Aug Sep
> 5.5
4.5 - 5.5
3.5 - 4.5
2.5 - 3.5
< 2.5
Avg Hrs per Setup
2
3
4
5
6
PY J un J ul Aug Sep
# of Setups
-1020304050
J un J ul Aug Sep
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Automated Assembly ResultsAvg Hrs per Setup
2
3
4
5
PY J un J ul Aug Sep
# of Setups
-510152025
J un J ul Aug Sep
Stratified Setup Times
0%20%40%60%80%
100%
Jun Jul Aug Sep
> 5.0
4.0 - 5.0
3.0 - 4..0
2.0 - 3.0
< 2.0
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Lean Implementation Results• 150 Employees added since Lean Implementation
424Employees
584Employees
June ‘09 September ‘10
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Benefits to Ohio
• Maintain Manufacturing Economy - $1 from manufacturing creates $1.43 of other economic activity – 2X that of services
• High wage sector with supporting benefits• Leading contributor to the state and community tax
base• Position Ohio for modern manufacturing and attract
new business in the future
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