September, 2011 Vol. 22 Issue 7

I would like to give everyone a quick up-

date of where we stand as a plant:

WCM continues to move forward, but as

many of you have said, “Not at the same

pace as before the audit.” We need to

change that! Not only for our perfor-

mance targets, but for demonstrating

that they made the right choice in plac-

ing the crossmember program at ECP,

and that we deserve more crossmember

business!

Crossmember Program and Equipment

The plant continues to receive equip-

ment and prepare the facility for produc-

tion. The second of three 3500 Ton Die

Cast machines is in the process of being

installed. By the time you read this, the

jobs should have been posted. We will

quickly get the team that wins the bid on

board and into training. Our perfor-

mance in getting a well-trained team to

launch the crossmember is critical to

winning additional work. I know we are

up to the task!

Even as we prepare to launch the cross-

member, we must remember that the

majority of our work is still in the old die

cast area. It is imperative that everyone

pull together and use the new found

tools to improve the way we run and

take care of our process and facility.

From September 12th to 16th, Coline Auld

and Bev Sokol of TÜV America visited

ECP to audit the plant’s Quality and Envi-

ronmental management systems

(MQAS/EEMS). The ISO9001 recertifica-

tion audit and the ISO14001 surveillance

audit were successful and the auditors

had many positive comments about the

plant. They wrote a total of 3 minor find-

We can paint and upgrade the facility,

but if we don’t sustain and improve

what we have, then we are missing the

mark. Continuous improvement in our

understanding, implementation, and

results will cement our success going

forward.

We need everyone to get involved in

making ECP a better facility for all of us!

Every one of us must take responsibility

to do our job in taking care of our plant

and maintaining a clean and organized

workplace.

We had a very good TUV audit, and I

would like to thank everyone for getting

ready for the audit.

BWS and run hours continue to im-

prove, and whether we realize it or not,

our performance to those targets is the

greatest contributor to making or not

making our budget. With improved per-

formance, I am confident we will secure

future work for the plant.

ings for MQAS and 0 Environmental

findings.

One finding relates to our corrective

action process. In a sampled 564 cus-

tomer complaint, the corrective actions

didn’t adequately address the identified

root cause. Also, some customer com-

plaints for machining issues at our sub-

suppliers had not been tracked in our

system for management review.

A finding was written regarding Die Cast

trim press inspections. All running trim

presses are supposed to be checked

each shift, but it was found that some

trim presses had not been checked be-

cause they were not running at the time

of the inspections.

The last finding is about the process for

reactivating equipment. Melt Furnace 2

was restarted and put back into service,

but some of the preventative mainte-

nance activities for MF2 were found

inactive in the system. Although the

tasks were likely still done, there was no

evidence that they were completed.

The auditors noticed that the plant was

much cleaner and that a lot of work was

done to solve the issues raised in our

last audit. They also reviewed some of

our WCM activities and were impressed

with the progress by many of the WCM

pillars. They concluded that this was a

very good audit, especially for an

ISO9001 recertification audit. They en-

couraged us to stay focused with the

many big changes coming, and they

look forward to returning in 2012.

ECP Update Kevin Bolyard, Plant Manager

TUV Audit Results John Truong

2

PLANT MANAGER KEVIN BOLYARD

WORLD CLASS MANUFACTURING LEAD

DEVON DECOTEAU

EDITOR DELORES HILSON

MAILING ADDRESS

ETOBICASTER

C/O DELORES HILSON

15 BROWN’S LINE

TORONTO, ON M8W 3S3

Safety Leo Bisson Safety Specialist 416-253-2330

Cost Deployment Judy McDowell Controller 416-253-2318

Focused Improvement Francis Harwart WCM Specialist 416-253-2379

Autonomous Maintenance Bob Stechly Manufacturing Manager 416-253-2343

Workplace Organization Tiarnan DeFreine I.E. Manager 416-253-4248

Professional Maintenance Kevin Dickens 416-253-4242

Quality Control Rob Earle Quality Manager 416-253-2306

Logistics & Customer Services Sam Mahon PC Manager 416-253-2370

Early Equipment Man-agement Andreas Bahr Mfg. Eng’g Manager 416-253-2336

People Development Wally Skrzydlewski Human Resources Manager 416-253-2381

Environment Greg Bain Environmental Specialist 416-253-2375

WCM PILLAR LEADS

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WCM Focused Improvement Workshop Planning

SMED Workshop

Albert Bakler, Production Area Manager

Single Minute Exchange of Die (SMED = under 10 min) is one of the many WCM methods for reducing waste in a man-

ufacturing process. It provides a rapid and efficient way of converting a manufacturing process from running the cur-

rent product to running the next product. Rapid changeovers are essential to reducing production lot sizes and there-

by improving flow.

The SMED concept arose in the late 1950s and early 1960s, when Shigeo Shingo, was consulting a variety of Japanese

companies, and was contemplating their inability to eliminate bottlenecks at car body-moulding presses. The bottle-

necks were caused by long tool changeover times that drove up the sizes of production lots. When changeovers take

a long time then the lost production due to changeovers drives up overall manufacturing costs.

An additional problem was that land costs in Japan were high and therefore it was extremely expensive to store eco-

nomic lots of inventory and final products. The result was that the cost to manufacture products was higher in Japan

than other producers because they had to build vehicles in small batches with long change-over times.

Over a period of several years Japanese producers reworked factory fixtures and vehicle components to maximize

their common parts, minimize and standardize assembly tools and steps, and utilize common tooling. These common

parts and tooling reduced changeover time. When standardization was not feasible steps were taken to make the

tooling quick to change.

A workshop is being prepared to introduce the concept of SMED at ECP and how it can be used to reduce changeover

times enabling shorter production runs. We are currently collecting data and formulating a plan to conduct a work-

shop in the near future.

Objectives

• To compare traditional set up activities and roles with SMED and how these can be radically re-organized to reduce

change-over time.

• To demonstrate significant time savings using SMED by means of a practical demonstration.

• To ensure that participants can take an existing change-over process, break it down into SMED classifications and

radically reduce the overall changeover time.

Who should attend:

Engineers, process technicians, supervisors and team members involved in machine changeover.

4

Safety Pillar Leo Bisson, Safety Pillar Lead

5

Professional Maintenance

Pillar Update Kevin Dickens, Pillar Lead

Looking in and around our plant we can see how far we

have come in such a short period of time. Employee en-

gagement in activities is at an all-time high, and I am ap-

proached on a regular basis with ideas that employees

have regarding improving their work environment.

We are continuing to proceed with PM activities on DC-14,

22 and our model machine DC-15. We continue to support

other pillars in and around the plant. One can look as far as

our resent TUV audit to see how far we have come. In our

last audit there were several non-compliance errors found

within our system, minors and majors. This time around,

the maintenance portion of the audit only found one minor

problem! The auditor was extremely impressed with the

progress the plant has made so far. More questions were

asked about WCM activities, rather than the non-

conformances that plagued us during the last audit.

Just as the TUV auditors use specific tools to find deficien-

cies and problems in a given system, the tools we are using

within WCM are attacking the root causes for loses in our

plant (eg. 5 G, 5W +1H, 4M, 5Sing, EWO’s, kaizens). We

need to continue to build our understanding of the WCM

tools that are available to us. WCM trainers Glen Ideias and

Kenny Ravenberg have put together a fantastic training

course, which will challenge any preconceived notions that

WCM is not here for the long term. The training course is

well thought out, interactive, and to the point. Training is

extremely important going forward because we need to

build our knowledge base in order to better understand

how we can attack the chronic issues in our facility.

As the Professional Maintenance Pillar Lead at Etobicoke, I

am committed to driving the activities to achieving zero

breakdowns, but I require everyone’s help in order to

make this happen. I am looking forward to your continued

support and working with all of you in the near future.

Are you going to be one of the 6500 End Users of the upcoming new “PentaSAP modules “ ?

What is PentaSAP?

PentaSAP is a strategic transfor-mation to improve the efficiency, transparency and controls of the processes and systems in Finance, Purchasing and ITM. A new Enter-prise Resource Planning system will be implemented at Chrysler Group. PentaSAP software will consist of many ―modules‖ for different parts of the business. Having a single sys-tem, (specifically SAP) enables more effective, flexible and fact-based management of Chrysler Group. We are implementing the following Finance, Investment, Non-Production Inventory and Purchasing-related SAP modules: Project Sys-tem (PS), Financial Accounting (FI) including associated components (Assets, Receivables, and Payables), Controlling (CO), Investment Man-agement (IM), Misc. Billing (SD), Business Intelligence (BI), Materials Management (MM) and Business Workflow (WF). We will also have a new General Ledger (Chart of Ac-counts).

PentaSAP will be rolled out in two Waves….stay tuned for more infor-mation in the next newsletter.

6

Recognition

Quick Kaizen Activity Award—August 2011

Kaizen Project Award—Net Savings—August 2011

Congratulations, once again, to Gaetano (Nino) Nicolo.

Nino is being recognized for the most suggestions sub-

mitted for the month of August. Nino, who works on the

afternoons shift, submitted a total of 27 suggestions.

Geoff Keogh and Kevin Dickens saved $22,123.00.

Kevin and Geoff created a Standard Kaizen which

attached micro-stoppages due to furnace breakdown.

The Kaizen enhanced the performance ability of the

furnace pumps system, ensuring the required metal

dosage was delivered. The cost to implement this

project was $3005.00.

Vlad Pernar and Peter Pavlovich, of the Tool

Room, submitted a Quick Kaizen that saved

$4,370.00. This Kaizen improved the die re-

pair activities.

Vlad and Peter have also been very effective

in implementing the WCM Way as a basis for

enacting change in the Tool Shop. Keep up

the great work!

Suggestion Award —August 2011

7

United Way Tournament John Valentini, Local 1459 Chairperson

Hi, everyone. I just wanted to take an opportunity to thank all of you that came out to support our Annual United Way Golf Tour-

nament. This year we had approximately 50 golfers come out and enjoy the day. For such a small plant, that’s a great turnout.

Putting together the tournament is no small task. As you go about your day- to- day activities, please take a moment to thank Jas

Nirwan, Glen Ideias, Todd McCutcheon, Maurice Spence, Colin Pardy, Baqer Hussaen and Sal Palumbo for their help in organizing

this year’s event.

Fortunately, we had great weather for the event, and this led to everyone having a great time while doing something good for

people less fortunate. Some of the proceeds from the green fees went toward a donation to the United Way, and we were able

to raise $650.00 for this charitable organization. You should all be proud of yourselves.

Also, we were able to have a few people carry around some cameras at the tournament capturing the fun and energy that our

employees possess. These images were put together into a montage video which is currently playing in our employee lobby; be

sure to take a moment to watch it.

I wish to thank some of our CAW National Reps that attended our tournament: Jerry Dias, Wyatt Clark and John Breslin, all took

time out of their busy schedules to come out and support our event. Our plant manager, Kevin Bolyard, was also present and his

support for the event is also extremely appreciated. Last but not least, I wish to thank our local for its support in financing the

event and the prizes enjoyed that day.

Thank you all once again, and I look forward to next year’s event which should prove to be even bigger and better.

8

In Sympathy…

Our condolences to John Easson

on the sudden death of his

brother, Allan, on September 14,

2011.

Health and Wellness Fair

Thursday, October 20th, 2011 5:30 to 10 a.m. & 2:00 to

4:30 p.m.

Employee Entrance Lobby

Your wellness committee is planning:

TUFF registration, Free Dental Kits

October 10, 2011

“There is nothing like returning to a

place that remains unchanged to find the

ways in which you yourself have al-

tered.” Nelson Mandela

“Motivation can get you jump-

started, but it takes persever-

ance to keep you going.” Sound-

ings, 1989