Browse Topic: Kaizen

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Implementation of BorgWarner Production System - Case Study at DivgiWarner Private Limited2012-01-20559/24/2012
In the pursuit of manufacturing excellence BorgWarner, Inc., USA has utilized some key aspects of Toyota Production System and General Motors Quality System Basics tools to create a systematic framework called as Borg Warner Production System (BWPS). The goal of BWPS is to have robust manufacturing systems to deliver flawless quality products at lowest possible cost and give hassle free customer experience. This case study covers the BorgWarner Production System implementation experience of DivgiWarner Pvt. Ltd. India, one of the BorgWarner's plant based in Pune and Sirsi, India. The BWPS consists of 7 foundational elements and 23 tactical strategies. These seven foundational elements are Safety and Environment, Quality Systems, Employee Development, Continuous Improvement, Lean Manufacturing, Pre-Production Planning, Metrics and Audits This framework delivered following benefits to the company: “Zero” safety incidences Customer PPM reduced from 675 to 122 100% On Time Delivery to customers Continual improvement - more than 300 kaizen projects implemented every year Overall Equipment Effectiveness increased from 41% to 82.9% Inventory Turn Over Ratio (ITOR) increased from 4.8 to 10.1 Material movement in the plant reduced by 68% This paper uses BWPS as an example to illustrate how to implement similar production systems, in order to improve manufacturing effectiveness. We also show how to set performance base lines, track continuous improvements, and communicate progress to pursue perfection.
Vani, Dipak Annasaheb, Deshpande, Sudhindra
Automotive Engineering International 2004-04-01AUTOAPR044/1/2004
The chain in China North American suppliers must confront some challenging supply-chain issues as they take aim at what could potentially become the world's largest automotive market. Visteon researches composite truck chassis The company used computer analysis extensively in a research project aimed at reducing the mass and complexity of a chassis structure while increasing strength and stiffness. Simulation goes beyond engineering Computational fluid dynamics simulation and visualization software vendors are introducing products to extend the value of CFD throughout the product life cycle, according to Acuitiv Software. Ford still riding Six Sigma quality horse Ford is combining Six Sigma with kaizen events at its plants around the globe to coax new ideas from its hourly workers in hopes of closing the gap with perennial vehicle-quality leader Toyota.
Power Lean: A Practical Approach to Operations Excellence2001-01-26309/12/2001
In today’s global markets, competitive strategies resembling warfare tactics are transforming the way organizations create value for customers. Competitiveness depends heavily on product leadership; however, the creation and delivery of this valued product requires superior processes and systems. Ultimately, the objective is maximum value from the customer’s perspective, while consuming the fewest resources.
Leblanc, Ron
Standard Work – Lean Tools and Techniques2001-01-25989/10/2001
There are three key elements that must be in place before we can apply Standard Work. These elements are Takt Time, Standard Work Sequence, and Standard Work in Process. Once these elements are in place, the Kaizen cycle may be applied to your process. Several forms are used to help us identify and understand our Kaizen opportunities. They are the Time Observation Sheet, Standard Work Sheet, Percent Load Chart, and Standard Work Combination Sheet. Proper utilization of these forms will show people and part flow, standard work in process, takt time, line balance, and equipment utilization. Reviewing these forms, clearly posted in the work areas, will help identify where to focus Kaizen activities and expected results. Standard Work must be constantly monitored and revised as necessary to be a valuable tool, and it is vital to have the shop floor team members involved in the development of Standard Work from the beginning. There is a huge difference between the team members following standards that are “handed over”, and team members practicing the process they own.
Williams, Brent A.
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