TPT 2011

C O N F I D E N T I A L | www.productivityteam.com

2011

Capabilities Statement

1April 2011© The Productivity Team www.productivityteam.com

Competitive Pressures continue to drive business transformationWe implement solutions that deliver results to the bottom line

Reduce costs and increase revenue

Maximize assets – improve efficiency and cut out waste

Accelerate new product development and launch

Improve quality management (including supplier quality)

Material synchronization: right material in the right place at the right time


You need results that deliver to the bottom line quicklyWe merge people, processes and technology to deliver your business objectives.

Experienced US and Offshore based staff of some 400 engineering and supply chain professionals

Lean and Six Sigma Process Driven Mindset

Technically savvy but we‟re focused on implementation

Return on investment within six months

Minimum of five times return on investment within first year


Companies are now like extended families and difficult to controlOur Process Driven Mindset, Tools and Methods deliver control

Supporting your launch initiatives

Containing cost

Meeting your quality needs

Delivering the right material at the right time to the right place

Ensuring stable predictable manufacturing performance


Technological Advances offer opportunity but also riskWe develop workable roadmaps and deliver the highest value solution

Straight facts – we‟re not a VAR so have no hidden agendas

Common sense solutions to advanced technology deployment

We design, develop, and implement high-performance supply chain and manufacturing solutions

that work

System Thinking – looking to increase your profitability while simultaneously reducing cost

Our disciplined, systematic approach allows us to deliver solutions on time and on budget while

meeting all of your requirements.


Recent clientsThese are some of the companies we have executed recent projects with:


The Productivity TeamServices Overview

Healthcare Practices

•Organizational Transformation

•Performance Management

•Lean and Six Sigma Implementation

•End-user Training

Manufacturing & Industrial Engineering

•Lean Process Analysis & Planning

•Process Implementation

•Process Verification

•Process Improvement

Design Engineering

•Product design & development

•Virtual Manufacturing

•Reverse engineering

•3D Laser Scanning

Facilities Engineering

•Site & building requirement analysis

•Optimum layouts for Lean operation

•Preventative maintenance practices

Project Management

•Technology launch management

•Schedule and budget maintenance

•System integration

•Document control and management

Supply Chain

•New supplier introduction/orientation

•Continuous Improvement

•Sustainable performance

•Recovery (red to green) and resourcing

Quality Engineering

•Continuous Improvement

•Quality Operating Systems

•Supplier quality performance

•Inspection and containment

Material Handling Systems

•Controls systems

•Conveyance and transfer devices

•Identification and error proofing

•Spillage

Bid Specification and Analysis

•Mechanical/electrical equipment specifications

•Facility functional and safety specifications

•Equipment installation specifications

•Facility communications/monitoring systems

Human Resources and Training

•Recruitment and flexible labor

•Lean Six Sigma capabilities development

•Learning Management Systems

•End-user training and mentoring


Unused Capability

• Poor safety.

• Underutilized workforce.

Defects

• Rework due to assembly errors

or poor processing controls.

Inventory

• Insufficient parts.

• Work-in-process.

• Excess finished goods.

Over-Production

• Excess supply beyond

requirements of next process.

Waiting

• Lost time due to poor process

flow.

• Shortages, bottlenecks,

down machines.

Excess Motion

• Wasted movement made

while working.

Transportation

• Excess movement of

work-in-process.

Over-Processing

• Work that adds no value to customer or business.

Elements of WasteLean Implementation efforts focus on elements of waste in transforming performance:


Pro

cess A

naly

sis

& P

lan

nin

g • Current Process Analysis

• Work Instructions

• Time Standards

• Value Stream Maps

Pro

cess Im

ple

men

tati

on • Facilities

Engineering

• Visual Aids

• Rapid Improvement Workshops

• Method and sequence improvement

Pro

cess V

eri

ficati

on • Labor

requirements

• Production analysis

• Cycle time analysis

• Standardized training

Pro

cess Im

pro

vem

en

t • Line Balancing

• Throughput Optimization

• Continuous Improvement

• Performance monitoring metrics

Manufacturing and Industrial Engineering CapabilitiesOur services are designed to systematically deliver to your bottom line


Process Analysis

Process Planning

Review Data• Import Product Structure

• Validate Transfer

Process Verification

and Simulation

Work Instructions Authoring

and Documentation

Process Planning• Create Position

Assemblies• Link Parts, Resources

(Jigs)• Create Operations

• Create Process Graph• Link Process Graph

Process Verification and Simulation at each

Position• Process Verification• Process Simulation• Human Simulation

• Create Work Instruction• Save Data

Work Instructions Authoring and Documentation• Create MBOM

• Export Documents

1

3

4

2

Manufacturing and Industrial Engineering CapabilitiesProcess Driven Mindset


Manufacturing and Industrial Engineering CapabilitiesAdvanced Manufacturing Engineering

Standard Work

Foundational element of the Toyota Production System including standard

verbiage, validated time standards, direct and indirect labor, line balancing,

APQP, job instruction training and documentation.

• New source or resourcing from existing supplier

• New Production Introduction

• Develop to orient new supplier and/or execute new part

Manufacturing Systems (APQP and Manufacturing Execution)

Manufacturing Execution technology . APQP flow as it relates to Design for

Manufacturing Assembly (DFMA) and Production Systems (PFMEA, MCP,

SPC etc.).

Virtual Build

Model Selection, development of virtual builds, virtual build manipulation,

information extraction for Critical Path and PFEP Development. Factory

layout and revision using suppliers Factory CAD solution. PDM Principles,

basic MBOM to eBOM development, reviewing visual mock ups.

Facility Design

Translation of Virtual build into working model, demonstrating safety and

ergonomics, account for material placement and movement, facility

limitations, cranes, conveyance and flow using Systematic Layout and

Planning

Launch

Tooling, Fixturing, Gages, Process Mapping, capability and capacity

(including run at rate) measurement, revisions to f the critical path and

work standards, constraint management, inventory levels, buffers

elimination, quality fixes, late changes, late supplier PPAPs and PPAP

Submission.

Standardize tasks & utilize

common processes

Drive Standard

Work


Manufacturing and Industrial Engineering CapabilitiesPerformance Improvement

I: Preparation II: VSM III: Deployment IV: Strive Sustainment for Perfection

We have established a „cookbook‟ methodology to support clients in Value Stream

Transformation to improve the value in an existing process

• Best Practices derived from Aerospace, Automotive and Industrial Equipment

Industries (using Lean or Toyota Production System practices)

• Highly experienced performance improvement teams (VA/VE, RIW, Kaizen, Floor

work etc.)

• Focused and Staged value stream transformation drives rapid improvement actions

We leverage multiple lean transformation solutions that enable suppliers to deliver.

We help people use these solutions to create a stable and predictable production

environment. We have an integrated system of reinforcing activities that optimize

overall efforts, not a collection of parts. We provide leadership that ensures a

collaborative environment to foster people to sustain stable and predictable systems.Simplify processes,

quickly identify problems , increase efficiency

Make Value Flow

• Existing facility and methods

• Opportunity for performance improvement

• Value Stream Transformation


Quality EngineeringOur services are designed to systematically improve your quality performance

Intr

od

ucti

on

/Ori

en

tati

on • New Product or

Supplier Introduction

• Design for Manufacturing and Assembly (DFMEA through MCP)

• PSW / PSO / First Articles

Co

nti

nu

ou

s Im

pro

vem

en

t • Opportunities for quality based performance improvement

• Training, quality workshops, metrics driven quality reduction

• Quality Mapping

Su

sta

inab

le P

erf

orm

an

ce • Existing and

desired long-term facility

• Chronic/sporadic performance issues


Pro

cess R

eco

very • Existing source

• Availability failure

• Solution: onsite presence, red-to-green, containment process deployment

• Execute plan to assure material to facilities


common processes

Drive Standard

Work

Continuous and relentless elimination of

waste

Chase Waste

Simplify processes,


Make Value Flow

Cease production to

correct problems in

process

Stop To Fix


Quality EngineeringQuality mapping is a demonstrated approach to eliminate production quality spills



common processes

Drive Standard

Work


waste

Chase Waste

Simplify processes,


Make Value Flow

Cease production to

correct problems in

process

Stop To Fix

Intr

od

ucti

on

/Ori

en

tati

on • New source or

resourcing from existing supplier



Co

nti

nu

ou

s Im

pro

vem

en

t • Existing source

• Demonstrated performance

• Desired long-term supplier

• Cost reduction, PFEP, Lean Workout Events

Su

sta

inab

le P

erf

orm

an

ce • Existing source,

desired long-term supplier



Pro

cess R

eco

very • Existing source




Supply Chain DevelopmentA staged approach drives focus to where it‟s needed most


Supplier Manufacturing Systems (APQP)

APQP flow as it relates to Design for Manufacturing Assembly (DFMA) and

Production Systems (PFMEA, MCP, SPC etc.).

Supplier Standard Work

Foundational element of the Toyota Production System including standard

verbiage, validated time standards, direct and indirect labor, APQP, job

instruction training and documentation.

Industrial Engineering

Tooling, Fixturing, Gages, Process Mapping, capability and capacity

(including run at rate) definition, identification of the critical path, constraint

management, inventory levels, buffers, block and starving, systematic

layout, simulation. Rapid Improvement workshops, Lean Workouts.

Quality

OEM and Supplier Production Part Approval Process (PPAP). Gages, Non

conformance,

team oriented problem solving, continuous improvement models.

Operator Training

Job Instruction Training for trainers of Operators using Toyota Production

System / Training Within Industry Model.

Virtual Build

Model Selection, development of virtual builds, virtual build manipulation,

information extraction for Critical Path and PFEP Development. Factory

layout and revision using suppliers Factory CAD solution. PDM Principles,

basic MBOM to eBOM development, reviewing visual mock ups.


common processes

Drive Standard

Work

• New source or resourcing from existing supplier



New Supplier or Product IntroductionDriving Stable and Predictable Supplier Performance


Team Oriented Problem Solving

Process Auditing, Drill Deep (5ws and 1H), 8D Problem solving tools sets,

continuous improvement, Rapid Improvement Workshops (see next slide).

Plan for Every Part (PFEP)

Supplier sub tiers, wall to wall and dock to dock value stream mapping,

identification of opportunities to reduce logistics and handling costs, inventory

levels and safety stocks, modules, supplier consolidation (additional details

later in presentation).

Quality

Production non-conformance management, continuous improvement systems,

Poke Yoke (error proofing).

Supplier Lean Workout Events

Value Stream mapping, 5S activities, Overall Equipment Efficiencies (OEE), First

time through, one piece linear flow, standard work reviews, parts presentation,

methodization opportunities, professional assembly workouts, maintenance,

waste elimination.

Supplier Training

Lean, continuous improvement, OEM production systems training. TPT has a

Highly effective cost efficient Learning Management System based on Moodle

To deliver supplier training and help sustain supplier performance.


waste

Chase Waste

• Existing source

• Demonstrated performance

• Desired long-term supplier

• Cost reduction, PFEP, Lean Workout Events

Supplier Continuous ImprovementMinimizing your cost


I: Preparation II: VSM III: Deployment IV: Strive Sustainment for Perfection

We have established a „cookbook‟ methodology to support clients in Supply Chain

Value Stream Transformation to return problem suppliers to Stable and Predictable

output based on the following:

• Best Practices derived from Aerospace, Automotive and Industrial Equipment

Industries (using Lean or Toyota Production System practices)

• Highly experienced recovery teams

• Focused and Staged supplier value stream transformation with participative activities

which allows capability transfer and mentoring at supplier sites

• Drive rapid improvement actions at supplier operations and facilities

We leverage multiple lean transformation solutions that enable suppliers to deliver.

We help people use these solutions to create a stable and predictable production

environment. We have an integrated system of reinforcing activities that optimize

overall efforts, not a collection of parts. We provide leadership that ensures a

collaborative environment to foster people to sustain stable and predictable systems.

Simplify processes,


Make Value Flow

• Existing source, desired long-term supplier



Supplier Sustainable Performance Transforming the Value Stream


18

Cease

production to

correct

problems in

process

Stop To Fix

Context

Containment

On-Site Expediter

Optimize Performance

Resourcing

Description

Contain problems through inspection, gauging, sampling

and scheduling.

Focus on line down conditions, establish priorities, reduce past

dues.

Value Stream Transformation, focus on constraint locations.

Return supplier to “Green” state.

Define safety stocks, reverse-engineer or resource materials,

manage PPAP.

Challenges

Poor manufacturing practices, inadequate scheduling, sub-tier

shortages.

Freight, communication & tracking systems, multiple OEM‟s.

Limited capability to identify, develop and

introduce new suppliers during development.

Supplier resistance, budgeting issues,

difficulty moving high volume parts,

Pro

ce

ss

Rec

overy • Existing source




Supplier RecoveryRecovery Tools though re-sourcing

C O N F I D E N T I A L | www.productivityteam.com

Case Studies


General Description

Ford Motor Company has engaged TPT to

perform plant, product and launch Industrial and

Manufacturing engineering function as an

extension of their current engineering staff.

Scope• Join the launch teams 16 months before Job#1 and fully engage

• Create new man assignments and supporting documentation

• Create “From/To” reports to document work allocation changes

• Create/Revise Work Std MODAPTS studies for the Assembly Plant

• Develop work station 1-A CAD drawings for all facility

rearrangements

• Implement the new work assignments and ensure support of line rate

Successes

Over $200,000,000 in documented cost reductions

through line balancing activities

Ford Motor CompanyIndustrial and Manufacturing Engineering


General Description

JCI has engaged TPT to perform plant, product

and launch Industrial and Manufacturing

engineering function as an extension of their

current engineering staff.

Scope

• Develop layout and manufacturing plan for new facility



• Create MODAPTS studies for the new facility

• Develop work station drawings for new and all facility rearrangements


Successes



Johnson ControlsIndustrial and Manufacturing Engineering


General Description

Ford Motor Company has engaged TPT to perform

engineering study to identify opportunities to reduce

costs at 11 Visteon Plants that Ford was considering

for purchase.

Scope

• Identify the Required to Operate (RTO) for direct and indirect labor



• Create work standards for each operation effected

• Develop work station 1-A CAD drawings for all facility

rearrangements

• Implement the new work assignments

Successes



ACHIndustrial and Manufacturing Engineering


General Description

Caterpillar is in the midst of an unprecedented

period of extended growth and engaged TPT to

support their current and advanced facility

development. TPT were engaged to support

growth at Aurora and multiple facilities at East

Peoria.

Scope

• Support increases in production across multiple value

streams e.g. Large Track Type Tractors from 3 to 5 / day

without headcount increase

• Introduced sustainable APQP processes (standard work,

balance lines, PFMEAs) resulting in a 33% improvement in

first time quality

• Designed and installed facility layouts, equipment for

machining and mechanical assembly including a new NPI

line at East Peoria

• Implemented and trained operators across multiple shifts on

new work assignments & ensure support of line rate

Successes

Delivered solutions on time and within budget

increasing production capability by greater than 80% on several of their

biggest models

CaterpillarAdvanced Manufacturing Engineering


General Description

Land Rover, manufacturer of 4 different

vehicles types, contracted TPT to assist in the

development and implementation of a launch

plan and lead a direct labor reduction project..

Scope• Join the launch team 12 months before Job#1 and fully engage


• Create/Revise Work Std MODAPTS studies


• Develop work station CAD drawings for all facility rearrangements


Successes

Over $22,000,000 annually in documented cost

reductions

50% reduction in scrap

Land RoverIndustrial and Manufacturing Engineering


General Description

Brammo Inc. received investment funding

11/08 to start producing and selling the Enertia

electric motorcycle, a brand new product with

anticipated great market potential. Brammo

faced the daunting task of developing a

production process capable of meeting

demand as early as 3/09 with little

infrastructure or internal capabilities to support

manufacturing.

Scope

• Transition from EBOM in PDM through MBOM and release of

sales orders

• Back-office solutions implementation (PFEP, QAD integration,

inventory and warehouse management)

• Material handling strategies, part traceability issues

• Supplier Development including First Article Submissions

• Development of Lean Manufacturing Systems

• Set up lean manufacturing environment with Continuous

Improvement as a key objective

Successes

Implement PFEP and QAD Rollout Reducing inventory by 40% and downtime by more

than 60%

BrammoIndustrial and Manufacturing Engineering


General Description

This hi-tech green energy start-up company

invented a revolutionary hydrogen fuel-cell

technology that provides green power to

buildings and residences at low costs. The

company was founded by ex NASA scientists

who converted technology that was developed

to assist the Mars program.

Scope• Production plant design, layout and implementation

• Material handling strategies, part traceability issues

• Development of standard work and work instructions

• Assist in the development of automation equipment

• Set up lean manufacturing environment with Continuous

Improvement as a key objective

Successes

• Increase production from 3.5 Units per week to 9 Units per day (> 1,200%

Increase)

Bloom EnergyIndustrial and Manufacturing Engineering


General Description

A tier 2 supplier to a major heavy equipment

manufacturer was unable to meet demand

following the recession and recovering

economy. TPT was engaged to work on-site at

the supplier to expedite parts, prioritize

scheduling and communicate information with

the OEM.

Scope• Prioritize demand at supplier.

• Work with supplier to develop their manufacturing schedule.

• Conduct line down meetings with supplier and OEM facilities.

• Conduct preliminary review of supplier constraints.

• Coordinate the arrangement of expedited transportation as

required by OEM facilities.

• Utilize standard spreadsheet to manage daily priorities, track

upcoming line downs and report delivery promises.

• Prepare and report metrics on line downs and past dues,

determine “get current” date following initial stability of line down

conditions.

Successes

Stabilized line down and

past due situations to

enable bank build

Managed 400 tooling

moves and resourcing

Caterpillar Supplier Recovery


Dave Kunselman

President, The Productivity Team

(248) 535 3353

[email protected]

Contact Info

TPT 2011

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