Manufacturing Case Study

UK car manufacturer

Quality and ramp-up rate of the manual glazing operation needed improvement

Reduced changeover time from 45mins to 15 minutes equating to an increased throughput of approximately 15 cars per changeover

A major UK based car manufacturer
Undertaking a major change programme that integrated: updating of site manufacturing facility to world-class standards; integration of cultures following company acquisition; the launch of a new model

The glazing operating was struggling to meet required production 'ramp-up' rate
The glazing operation was an inline process and utilised a number of complex robots to install windows into the vehicles
The reliability of the process during the early stages of ramp up was a major issue as engineering staff learned how to get the equipment to perform efficiently.
Team communication needed to be improved and response to breakdowns standardised and more effective
Need to improve the quality of the manual glazing operation

Established a series of 'self-steering' improvement teams as an integral part of the 'Wings' (Working in Groups) site-wide initiative
Worked closely with engine associates to systematically map all manufacturing processes stations and identify where problems were occurring / key bottleneck areas
Established a series of trackside problem solving meetings at problem stations
Commenced data gathering using highly visual, trackside collation techniques – developed cause / effect relationship diagrams
Reviewed team findings with senior production and engineering managers
Re-focused emphasis from previously perceived major problems (that were in reality not significant) to root causes
Extended the principle of trackside data collation and root cause analysis to other problem areas. The data quickly became the key point of reference for senior management updating as well as for operational improvement actions

Major shift of focus from previously perceived problems to root causes
Improved co-ordination and co-operation between production, engineering and Supplier Quality Assessment (SQA) in problem solving
Specific improvements included:
- Modifications to a mechanical grab at the end of a hub-line that was failing to engage correctly and slowing line performance
- Change of tooling design for a nut runner that was subject to wear and adversely affecting operator performance
- Introduction of improved job-rotation patterns for assembly of the engine sub-frame. This was particularly physically demanding and proving difficult for operators to keep to cycle times
- Active engagement of SQA department in trackside data reviews to re-examine problematic component supplies that had previously been tolerated
- Improved production planning and line balancing for higher performance engine specifications
Overall, the engine plant increased its output performance rate from 25 units per hour to 33 units per hour within a six week period