RDP Semester Review

Sarah Brown, 12/18/14

Agenda

Introduction

Facts About the Rotation

Projects Led

Continues Improvement Initiatives

Lessons Learned

2

Introduction

University Attended &

Majors/Minors

Indiana University – Purdue University Indianapolis (IUPUI)Mechanical Engineering Technology Technical Communications CertificateLean Six Sigma Green Belt

Organization Involvement

Society of Women EngineersEngineers Without Borders American Society of Mechanical Engineers Society of Manufacturing EngineersEngineering Technology Student CouncilInternational Society of AutomationEngineering Technology Leadership Development Program

Study Abroad Experience

No International Experience

Travel throughout the United States with organizations:- California, Michigan, Wisconsin, Florida, Ohio, Illinois, Louisiana, New York- Heard from many local engineers on their companies and what they are doing in varying industries

Fun Facts about Yourself

- I can speak some Spanish & Italian and am working to become more fluent in both

- I play the violin and the piano- I enjoy cooking- I love to travel & try to visit at least one new place per year

Facts About the Rotation

Rotation # 1

Core Field Operations

Executive Mentor Keith Warf

Site Manager John Dunlap (June-November)/Tony Gonzales (December)

Location / Division Faurecia Emissions Control Technology – Louisville, KY

Objectives of the

Rotation

1. Learn the Operations (technologies, products, etc.) from the production floor

2. Spend 3 weeks on the production line supporting different shifts and areas

3. Spend a minimum of 4 months in the role of Production Supervisor

4. Attend Faurecia Excellence School Training to learn FES

Next Rotation Faurecia Automotive Seating – Sterling Heights, MI

5

Facts About the Rotation

• Supervisor in 2 Areas

UAP 1 GAPs 8 & 9 (WDWK Chrysler) Bending as acting supervisor – 4 months

UAP 2 GAPs 10 & 12 (CD Chrysler & S550 Ford) as acting supervisor – 1 month

• Supervisor Dashboard – UAP 1

Targets:

1. Scrap $ per day at or below: $90

2. PDP Attainment to target (DL % of Cost): 95%

3. OT Hours per day to Target (DL % of Cost): 3.5

4. Supervisor Standardized work audits - % complete: 100%

5. Improvement Ideas Implemented Target: 5 per month

Results (Averaged in UAP 1)

1. $97 (3/4 months under target)

2. 97%

3. 4 hours (2 months over target)

4. 112%

5. 11 per month

Projects Led

Updating and Centralizing HSE Documentation in Gaps 8 & 9

• Problem:

1. HSE Instructions and Sign-Off Sheets were outdated and scattered around each machine

2. HSE Instructions did not always match the specifics of the machine

3. FES Audit complications due to instruction unfamiliarity and obscure locations

• Solution

1. Update HSE Instructions to reflect machine specifics and fix any other

discrepancies

2. Simplify Instructions for operator understanding and execution

3. Create a consistent layout for all HSE Instructions

4. Centralize each Gap’s HSE Instructions in one location

Projects Led

7

Updating and Centralizing HSE

Documentation in Gaps 8 & 9

• Execution

1. HSE & PM Board in each Gap

2. One sign-off for the Gap Leader & Supervisor

3. Quicker checks that save the Gap Leader &

Supervisor time

4. Easier for FES auditors to find and check HSE

Documentation

5. Related Improvement: Purchasing of new E-Stops

w/ “Start” & “Lock Out” features built in.

8

Projects Led

UAP Level QRCIs

• Problem

o Part #1553672x had returns from Toledo plant with splits, incorrect sizing, and

dents/wrinkles.

• Actions

o QRCIs opened to contain problem & protect customer

o Whole process took about 3 months to complete and gather evidence

o Found root causes and addressed

- Started bending part on a newer bender & trained operators on SWIs w/

documentation of training

9

Projects Led

UAP Level QRCIs - #12 Top Half

10

Projects Led

UAP Level QRCIs - #12 Bottom Half

11

Projects Led

UAP Level QRCIs – Evidence

• Containment Sorting Sheet

• Quality Hold reporting sheet from Return RMA

• 672x Scrap from 3 months prior to incident

• Standardized Work Instructions that outline

OK/NOK conditions

• On the Job Training (OJT) sheet for quality stand

down immediately after incident

• On the Job Training (OJT) sheet for quality

inspection training for operator

• Ok 1st Part Sheet that documents visual check for

defects

• Gap Board Scrap sheet that documents daily

scrap target

• Scrap Reports documenting daily scrap after the

incident

• J&J Invoice for tooling to rebuild bender part was

originally created on

12

Projects Led

RDP Supervisor Guide

• Development of Guide for training RDP Trainees

• Guide includes:

Schedule breakdown for training and shadowing

o Outline of different support groups to train with and learn how they affect production

Documentation call-outs and definitions

A contact list of people and their contact information

Suggestions to program managers

Suggestions to trainees

Pictures of documentation so trainees can get familiar during shadowing/training

Instructions on how to input production data into relevant programs and documents

Information referenced that can guide trainees to ask questions and get the most out of their

rotation

Continues Improvement Initiatives

• RDP Supervisor Guide

• Update & Replacement of all Kanban cards in GAPs 8 & 9

• Replacement of zoning corners and labels throughout GAPs

• Creation of HSE Board & Updating of Documentation

• Updating/Training on GAP Boards to get back to FES Standard

• Gap Leader Training on line side QRCI boards to adhere to FES Standard

Lessons Learned

• A supervisor must always know what is going on in their GAPs – who’s involved, what is being

done, when tasks are planned to be accomplished, etc.

• It is important to know the capabilities of the GAPs in order to make adjustments to production

when any issues come up.

• There is always room for improvement in production and even the tiniest changes will make a

difference to the line.

• Getting to know the operators is imperative to being a good supervisor. Different people need

different types of leadership styles to find their potential.

• Communication is key to production. Communication between shift supervisors, between Gap

Leaders/Supervisors/Operators, between support functions, maintenance, and those on the

floor. This is an area of improvement across the plant.