2008 Structured Training Module
10/26/2007

The Operations strategy is being achieved through the execution of several key projects: 5 of them are highlighted in this article:
- Plan for Every Part
- Stay at Home (aka, Working in Station),
- Standardized Operating Sheets
- Structured On the Job Training
- In Station Process Control

All of these projects directly support a 2008 Flawless Launch without competing for the resources of the launch team.

The C2 line served as the pilot area for these activities. The strategies executed on C2 will be implemented plant wide.

PLAN FOR EVERY PART
Plan for Every Part, was implemented by our Materials Manager, Joe Pino. It included the effort to reduce waste in the work area. Excess movement and excessive inventory are the forms of waste that were addressed with this project. Plan for Every Part also includes the visual factory concept. Using visual factory involves proper labeling and signage to create a workplace in which associates have the information they need regarding material and equipment, understand their processes and responsibilities, and contribute in a positive way to the success of Operations.

Before executing this project in the C2 area, operators had a great deal of difficulty picking parts for installation. Additionally, material at line side was not clearly identified.

Currently, all C2 area racks are now clearly identified with part labels on the front and the rear of the rack. Stationary monitoring equipment was rotated 90 degrees to allow easier access to material.

Utilizing C2 as a model, we can now review the C1 and C3 areas for additional opportunities for organization and improvement. 5S elements: (1) Sort, (2) Store and (3) Shine. Waste eliminated: (6) Inventory, (7) Motion and (8) Extra Processing

STAY AT HOME
Stay at Home, also known as, Working in Station, was executed by our Lean Coordinator, Deondria Hammond. Stay at Home is essentially the ability of our associates to work within the specified parameters of their work area. The successful execution of Plan for Every Part and the elimination of waste in motion have positively impacted associates’ ability to work within station.

Since the implementation of Plan for Every Part and Stay at Home, operators in the C2 area have reduced the time that they work out of station from 420 to 250 minutes per day. This is a 40% improvement of associates working within the specified parameters of the work area.

The Stay at Home process has allowed for opportunities of capturing additional waste. Waste eliminated: (7) Motion.

STANDARDIZED OPERATING SHEETS
When it came to training our operators on the shop floor, there were no standards to ensure that each operator was trained the same way every time. We utilized the short process deck, the long process deck, and pairing the operators with either the area team leader and / or more experience operators. This form of training is unstructured and the only verification of training was a certification pay for knowledge.

A training video of all C2 workstations has been developed. The video is comprehensive, authentic, and includes only DCP’s operators. DCP utilizes SharePoint, a web-based enterprise solution, for training C2 associates. The SharePoint Server is the repository for the C2 training video, Process Short Deck, and other training documents.

Now, our Production Managers, Sharon Humphrey and Burt Amos, have a comprehensive training matrix that is more efficient and operator friendly and one that requires different levels of training and sign-off from the operators that they are in fact trained. 5S elements: (4) Standardize and (5) Sustain-ability. Waste eliminated: (1) defects and (8) extra processing.

STRUCTURED ON THE JOB TRAINING
Patricia Carson, Senior Manager of Operations was very instrumental in developing our Structured On the Job Training documentations. OJT is a very effective form of training and is widely used within the manufacturing industry. The most common form of OJT is informal, where a new associate is assigned to work with an experienced employee and learn the job while doing it.

The purpose of moving from an informal or unstructured OJT program to a structured OJT program is to verify consistency of training and standardization of performance. A structured OJT programs reduces variability in the training process and eliminates limited documentation supporting training initiatives. The DCP Structured OJT program was designed to build on the continuous improvement mindset.
We now have a 9-step training module with documentation to support pay for knowledge and a formal evaluation of operators’ skill sets. The next step is a train the trainer program for implementation. 5S elements: (4) Standardize and (5) Sustain-ability. Waste eliminated: (4) not using Human Capital , (7) Motion, and (8) Extra Processing.

IN STATION PROCESS CONTROL
In Station Process Control has given us an opportunity to monitor key metrics in the C2 area.

Prior to the implementation of these projects, the C2 line averaged more than 6 defects per week and there were several suspensions due to defects. Consequently, there was a perceived lack of interest in quality and productivity improvements.

We now average 2 or less defects per week on the C2 line and there have been no suspensions due to defects. The team now demonstrates a higher level of accountability for quality and productivity improvements. 5S elements: (4) Standardize and (5) Sustain-ability. Waste eliminated: defects.

The C2 team will be used as a model for plant wide transformation.

Vincent Lenoir

Contact: Linda Ratliff, 313-571-2100 x 506, lratliff@detroitchassis.com