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Process stabilization in Dayton and Charleston - A new layout in Charleston
The Projects
Dayton: Process stabilization
Charleston: Process stabilization and layout for manufacturing cells
The Customer
Behr Group
- System supplier for automotive air-conditioning and engine cooling
- 17,000 employees; 3 billion euros revenues (2004)
Behr Dayton, Ohio
- Largest Behr plant in the USA (some 2,000 employees)
- Manufactures evaporators, heating elements, condensers and more
Behr Charleston, South Carolina
- Some 430 employees
- Manufactures engine cooling systems and components for cars and trucks
The Objective
Dayton: Stabilize the production process and attain the target output quota within three months
Charleston: Boost output
The Procedure
Dayton
- Conduct an analysis to pinpoint and assess disruptive factors
- Enlist the manufacturing workforce’s proactive participation in project tasks
- Employ new methods of visualizing processing steps/standard operating procedures that are tailored to the cultural environment
Charleston
- Conduct an in-depth analysis of the production process
- Conduct an evaluation to pinpoint and assess disruptive factors
- Enlist the manufacturing workforce’s proactive participation in project tasks
- Develop and implement new layouts for the production cells
- Put into practice a process visualization system based on the Dayton model
- Introduce the Project Control Chart tool
The Result
Dayton
- Employees gained a thorough understanding of the entire production process
- Communication within and among the Production, Engineering and Maintenance departments was optimized
- Participation fostered a high level of motivation and capacity for teamwork
- Downtime was reduced considerably
- Stabilized processes yielded 20 percent increase in output within just a few weeks
Charleston
- Employees gained a thorough understanding of the entire production process
- Communication within and among the Production, Engineering and Maintenance departments was optimized
- Participation fostered a high level of motivation and capacity for teamwork
- Output increased by about 50 percent
- Setup time was reduced by approx. 55 percent.
Héctor Castillo Libby, Agamus Consult
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