business environment micro environment macro environment.pptx
Lean Cultural Change Gerstenslager Nov 2, 2010 96ppi
1. Lean Cultural Change – Teams,
Technology & Tools
Retraining Gerstenslager in the
Global Economy
November 2, 2010
2. Individuals’ Background
• Steven Delmoro – Gerstenslager Company Director Sales,
Engineering & Materials
– Technical professional with over 20 years of experience in the field of
automotive BIW stampings & assemblies
– Key leader driving cultural change necessary to survive the recent
recession and place company on path to global competitiveness
• Keller McGaffey – Interactive Training Systems (ITS)
President
– Founder and owner of ITS
– Created and implemented training and technical support tools
necessary to permanently transform Gerstenslager’s production
Systems
3. Agenda
A. Gerstenslager Company – Background
B. Improvement Plan
C. Interactive Training System (ITS) – Background
D. Needs Assessment
E. Implementation Plan
• Technical Reference System
• Work-Team Training
• Total Productive Maintenance & Lean
• Government Grants and Support
A. Results and Current Status
4. “Technical workers need to be better trained.
They must understand complicated processes
and be able to Predict, Prevent, Troubleshoot,
and Solve Problems in a high pressure
environment”
– The Automotive Technical
Education Collaborative
(AMTEC)
5. “Traditional technical education and training
simply don’t provide such workers with the skills
they need to succeed—or the skills their
employers need to be competitive”
– NGA Center for
Best Practices
7. Gerstenslager Business
• Established in 1860 – Transportation business
• Location – Wooster, Ohio & Clyde, Ohio
• Leading automotive service parts supplier for outer body sheetmetal
panels & assemblies
– $100M stamping division of Worthington Industries, headquartered in
Columbus, OH. www.worthingtonindustries.com
• Primary Products and Services
– Large Sheetmetal Stampings
– Welded Assemblies – Automotive door, hood, fender
– Electrodisposition paint process
– Warehousing and logistics services
• Current Employment – 584 employees
8. Why is Gerstenslager Different?
Gerstenslager Other Suppliers
Customer Base 7 Main Customers
35 Total Customers
3-6 Main Customers
Primary Product 70% Auto Service Prod
20% OE Auto Products
10% Non-Automotive
10% Auto Service Prod
90% OE Auto Product
Dies & Tools 14,000 200 - 250
Part Numbers/SKU 3500 60 - 80
Ave Prod Lot Quantity ~ 400 ~ 2000
Production Processes Blank, Stamp, Welded
Assembly, Ecoat, Pack,
Warehouse, Distribution
Stamp, Welded Assembly
Core Competency Manage Service Life of
Automotive Parts
Launch New Vehicle Part
Production
10. Gerstenslager Improvement History
Past Programs and Training
• Kiazen Teams – Ford
• PICOS – GM
• Lean Sigma Assessment –
Nissan
• Lean Training Programs
– 5 S
– SMED
– Value Mapping –
Schedule
• Team Development
Results
• Complexity of business
challenged lean convention
• Infrequent running of low
volume product suppressed
savings
• Flexibility of workforce made
training difficult
• Focus lost due to competing
priorities
• Poor sustainability of
improvements
• Tactical improvements not
culture changing
improvements
12. Interactive Training Systems
• Preferred training supplier to the State of Ohio
• Customers include:
– Ford, GM, Chrysler
– Detroit Diesel, Caterpillar, Paccar, etc.
– Original Equipment Manufacturers (OEMs)
– Tier Ones, Twos, Threes
– Industries: Stamping, Assembly, Machining, Paint
• Recent recipient of the Ford Presidents Health and
Safety Award for two custom eLearning training courses
developed for the Ford Lima Engine ECPL Training
13. Interactive Training Systems
• History
– 40 years in the industry
– Engineering based
– Technical writers and trainers
– Real world experience
– Machine designers - Mechanical/Controls
14. Interactive Training Systems
• Technical Reference Systems
– Safety - General and Machine specific
– Operation, Repair, and Maintenance procedures
developed using Step-By-Step program (StepBuilder)
– Troubleshooting procedures developed using FaultBuilder
program
– Exploded views with part specifications
– Controls information (Hydraulics, Pneumatics, Lubrication,
Coolant, etc.)
– Machine operation simulations
– Assembly/Disassembly/Set-up/Calibration procedures
20. Interactive Training Systems
• Technical Reference Objectives:
– Get technical information into workers’ hands quickly and
accurately to reduce MTTR and increase MRTBF
– Benefits:
Ensure standardized work processes
(ISO 9001:2008 compliant)
Team training tool for consistency
Continuous improvement
o Procedures can be easily updated as procedures and
processes are streamlined
21. Interactive Training Systems
• Leadership Development
– Assess Current Leadership Styles and
Relationships
– Facilitate the Development of the Organizational
Vision
– Develop and Rollout Strategy Deployment
ORGANIZATIONAL DEVELOPMENT
22. Interactive Training Systems
• Team Development
– Develop and Rollout Organizational Design
Document
– Develop Team Skills
– Develop HPTs (High Performance Teams)
Pilot Area and Replicate
– Train Team Skills
– Coaching/Mentoring Leaders
– Coaching/Mentoring Support Functions
– Coaching/Mentoring Team Leaders and Members
ORGANIZATIONAL DEVELOPMENT
23. • Evaluation of Organizational Change
– Develop Performance Management System
– Develop Survey Instrument
– Develop Measures and Tracking Process
Interactive Training Systems
ORGANIZATIONAL DEVELOPMENT
24. Lean Cultural Change Objectives
• To transform Gerstenslager into a world-class
manufacturer
• Increase the knowledge level, productivity, and
competitiveness of the workforce and management
team at Gerstenslager
• Increase the value, size, and diversification of
Gerstenslager’s customer base by improving cost,
quality, and scheduling
• Retain the existing workforce and prepare them for
new opportunities as the severe recessionary
environment rebounds
27. Assessment Results
• Gerstenslager Leadership is committed to adopting a
cultural change and support of Team and Lean based
initiatives.
• Teams were already put in place, but needed training
and support
• 3 prong approach required:
– Technical Reference
Systems
– Develop High Performance
Work Teams
– Lean Manufacturing implementation
29. Implementation – 3 Phase Plan
Phase One – ($250,000 Ohio State Grant)
– Steering Committee formed
(Joint Leadership — Union and Management)
– Teams formed (A-Line Pilot Area)
2 shifts
– Technical Reference System developed for A-Line
– Approximately 50 employees trained
April 2009 June 2009 June 2010 June 2011
30. Implementation – 3 Phase Plan
Phase Two – ($300,000 Ohio State Grant)
– Steering Committee supporting teams
– Teams formed on Y-Line - 2 shifts and Hem 1 Cell
– Technical Reference Systems developed
Y-Line
Hem 1 Cell
– Approximately 300 employees trained
– Adopting “Worthington Lean Academy” Model
– Positive results in key metrics
April 2009 June 2009 June 2010 June 2011
31. Implementation – 3 Phase Plan
Phase Three – ($250,000 Ohio State Grant)
– Steering Committee supporting teams
– Expanding Lean Tools and Methods
thru “Worthington Lean Academy”
– Expanding Teams and Technical Reference Systems
to Clyde facility
– Technical Reference Systems development
Clyde facility press line
Paint system
– Estimated 300 employees to be trained
April 2009 June 2009 June 2010 June 2011
32. Operations Lean Academy
The Operations Lean Academy was developed to help our organization establish sustained
business growth to consistently maximize shareholder value
Goal: Establish participant skills and ability to facilitate lean activities that will realize and sustain the
impact of continuous improvement activities at their respective facilities.
Core Learning Modules:
•Company Transformation Update
•Performance Management Process
•Lean 101 Workshop
•Presenting With Impact Workshop
•6S Workshop
•Waste ID Workshop
•SMED (Single Minute Exchange of Die) Workshop
•Sustaining Change Workshop
Lean-specific workshops include experiencing the workshop as a participant, followed by a
train-the-trainer session and individual practice in front of the group.
The Lean Academy is conducted in five (5) sessions over a ten-week period. Participants are
required to conduct live workshops at their facilities between each Academy session.
Local Operations / Plant Managers partner with the Lean Academy participants
to reinforce and sustain improvements.
35. Technical Reference Systems
• Emphasis on standardized work practices
• Computer based work instructions at the workstation
providing
– Safety documentation
– Operational and technical Information
– Repair and Troubleshooting support
– Setup Procedures
– Role/Team Definitions
– ISO/TS Support
• Employees certified in training and demonstration of
work procedures and navigation of Technical Reference
Systems
• Updated as teams streamline and error proof processes
41. Gerstenslager Results
• Leadership Preparation
– Direction and support of Work Teams
– Alignment of goals at all levels of organization
• Ongoing coaching of Team Process
• Development of Team Skills
• Effectiveness Measures
– Communication Skills
– Decision-Making
– Productivity Metrics
DEVELOPMENT OF EFFECTIVE WORK TEAMS
42. Gerstenslager Results
• Understanding and responding to operational
constraints
• Value Stream mapping
• 5S and Visual Management
• Daily Walk-Around Audit
• Preventive and Predictive Maintenance
• Total Productive Maintenance (TPM)
• TPM to Lean Manufacturing
TOTAL PRODUCTIVE MAINTENANCE/LEAN MANUFACTURING
43. Gerstenslager Results
• Team Development:
– Increased leadership on floor
– Increased communication up and down organization
– Expectations of team to take responsibility for safety,
quality and productivity of each workcell
• Set-up time reduction - Data shows positive trend –
Press and Assembly operations
• Downtime and Scrap reduction efforts becoming
new focus – engagement of team
• Best Practices communicated among shifts and
workstations
44. Automated Pressline Results
Stratified Setup Times
0%
20%
40%
60%
80%
100%
Jun Jul Aug Sep
> 5.5
4.5 - 5.5
3.5 - 4.5
2.5 - 3.5
< 2.5
Avg Hrs per Setup
2
3
4
5
6
PY Jun Jul Aug Sep
# of Setups
-
10
20
30
40
50
Jun Jul Aug Sep
45. Automated Assembly Results
Avg Hrs per Setup
2
3
4
5
PY Jun Jul Aug Sep
# of Setups
-
5
10
15
20
25
Jun Jul Aug Sep
Stratified Setup Times
0%
20%
40%
60%
80%
100%
Jun Jul Aug Sep
> 5.0
4.0 - 5.0
3.0 - 4..0
2.0 - 3.0
< 2.0
46. Lean Implementation Results
• 150 Employees added since Lean Implementation
424
Employees
584
Employees
June ‘09 September ‘10
47. Benefits to Ohio
• Maintain Manufacturing Economy - $1 from
manufacturing creates $1.43 of other economic
activity – 2X that of services
• High wage sector with supporting benefits
• Leading contributor to the state and community tax
base
• Position Ohio for modern manufacturing and attract
new business in the future
