Manufacturing Case Study

UK car manufacturer

End of line validation operation was experiencing overload as output increased

15% productivity increase achieved and validation team recognised as one of the best in assembly operation

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 end of line validation operation was experiencing overload as output increased
Some shifts were performing to a higher level
Faults were being passed downstream to the validation team to resolve at the end of line
Productivity needed to be increased and head count reduced by 15%
A high level of temporary staff from different cultures needed to perform consistently
Need to improve attendance levels

Established 'self-steering' improvement teams as an integral part of the 'Wings' (Working in Groups) site-wide initiative
Visualised performance targets and corrective action plans
Attendance was closely managed, charted and discussed with the team
Team meetings were introduced to discuss and resolve problems
Improved the awareness of upstream processes to enable a more proactive approach to eliminating faults at source
Improved workflows by pulling cars into the section rather than other sections pushing units when it suited them
Worked closely with the end of line process area managers and team coordinators to identify where problems were occurring
Improved work place organisation to ensure equipment was conveniently positioned and all clutter removed
Shared best working practices across shifts and communicated the improvements achieved
Reviewed quality sampling activities
Developed asset care routines (TPM) for the validation equipment to ensure consistent performance

A 15% productivity increase was achieved
Work flow was significantly improved and overloading virtually eliminated
Communication improved despite one team having 23 different nationalities
Attendance levels improved – the weekend shift achieved a full 6 week period with no absences
Work place organisation significantly improved around the end of line facility
Improved communication between upstream units and the end of line
Output quality improved
The end of line validation team was recognised by the senior management team as being one of the best teams in the assembly operation