Case Study: Lean Consortium for Automotive Suppliers  
     

TCIE provided all content development, classroom training, on-site workshop facilitation, and grant administration for a 2-year program to implement lean practices for 16 area automotive suppliers. Funding for the training program was secured from Empire State Development, New York State's industrial development arm.
 
Each participating company received approximately 200 hours of training in a combination of consortium classroom training and on-site lean kaizen workshops. Classroom training provided introduction to lean concepts, value stream mapping, workplace organization, the interdependent elements of lean, etc.
 
Below is a summary of outcomes achieved by some participants in kaizen workshop and one-on-one instructional phases of this program.
 
Metal Stamping/Fabricator
  • Implementation of pull systems and operations tracking procedures in valve and shaft production areas lead to 25% lead time reduction across six part numbers and achieved waste reduction (material movement, motion, and overproduction) of 50%.
  • Implementation of lean production/level scheduling methodologies.
Injection Molding Parts Producer
  • Vinyl operations implemented a supermarket pull system, standardized work, and operations balancing, achieving 53% reduction in lead time, 33% reduction in processing time and 24% improvement of employee involvement.
  • Molding operations implemented cellular manufacturing techniques in reducing lead time by 60%, reducing mold changeover times by 50%.
Steel Parts, Rubber and Plastic Parts Producer
  • Implementation of quick changeover methods to reduce changeover times by 50%.
  • Level scheduling techniques reduced lead time by 25% and reduced material movement, motion and overproduction waste by 50%.
Injection Molding/Plastic Parts Producer
  • Results included changeover time reduced by 54%, mold preparation time reduced by 27%. Operator walking was reduced by 53%.
  • Set-up metrics were refined and a team based continuous improvement process was established amongst the set-up and mold prep personnel.
Foam Products Producer
  • In one department, results included lead time reduction by 50% across four part numbers, and inventory reduction by 15%, primarily in the finished goods arena, with projected savings of up to 50%.
  • Overall throughput for press area #8 will increase by 50% due to excess capacity freed up to build other needed products.
Precision Metal Parts Producer
  • Workshop outcomes included the development of set-up carts, dramatically reducing operator travel and shaving 130 minutes from total set-up time.
Industrial Spring Producer
  • Workshop outcomes included the development of visual factory/5S workplace reorganization, introduction of a new manufacturing cell, and new standardized shop floor documentation.
Metal Tube Fabrication Facility
  • Here, workshop outcomes included creation of a new cell dedicated to a high volume part. Results included inventory reduction of 54% and productivity improvements of 23%.
Testimonial
Delphi Corporate Purchasing Manager Jerry Griffin:
The training consortium will be an excellent way for suppliers to achieve a working knowledge of lean principles which address supplier excellence. Delphi Thermal is committed to the removal of wasted actions and to a concentration on value-added activities, both keys to a company's well being and success.”
   
The Center for Industrial Effectiveness · 1576 Sweet Home Road · Amherst · New York · 14228
· Suite 212 · Phone: 716-636-2568 · Fax: 716-636-5921 · www.tcie.buffalo.edu
 
   

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