Lean Cultural Change – Teams,
Technology & Tools
Retraining Gerstenslager in the
Global Economy
November 2, 2010
Individuals’ Background
• Steven Delmoro – Gerstenslager Company Director Sales,
Engineering & Materials
– Technical profe...
Agenda
A. Gerstenslager Company – Background
B. Improvement Plan
C. Interactive Training System (ITS) – Background
D. Need...
“Technical workers need to be better trained.
They must understand complicated processes
and be able to Predict, Prevent, ...
“Traditional technical education and training
simply don’t provide such workers with the skills
they need to succeed—or th...
Gerstenslager Company
Background
Gerstenslager Business
• Established in 1860 – Transportation business
• Location – Wooster, Ohio & Clyde, Ohio
• Leading ...
Why is Gerstenslager Different?
Gerstenslager Other Suppliers
Customer Base 7 Main Customers
35 Total Customers
3-6 Main C...
Improvement Plan
Gerstenslager Improvement History
Past Programs and Training
• Kiazen Teams – Ford
• PICOS – GM
• Lean Sigma Assessment –
...
Strategic Improvement Plan
SAFETY
IMPROVEMENT
INITIATIVE
SCRAP &
REWORK
INITIATIVE
FIXED COST
REDUCTION
INITIATIVE
INVENTO...
Interactive Training Systems
• Preferred training supplier to the State of Ohio
• Customers include:
– Ford, GM, Chrysler
...
Interactive Training Systems
• History
– 40 years in the industry
– Engineering based
– Technical writers and trainers
– R...
Interactive Training Systems
• Technical Reference Systems
– Safety - General and Machine specific
– Operation, Repair, an...
Interactive Training Systems
– Operation and Maintenance Step-By-Step Samples
Interactive Training Systems
– Troubleshooting - FaultBuilder Samples
Interactive Training Systems
– Exploded View Samples
Interactive Training Systems
– Controls Information Samples
Interactive Training Systems
– Simulation Sample
Interactive Training Systems
• Technical Reference Objectives:
– Get technical information into workers’ hands quickly and...
Interactive Training Systems
• Leadership Development
– Assess Current Leadership Styles and
Relationships
– Facilitate th...
Interactive Training Systems
• Team Development
– Develop and Rollout Organizational Design
Document
– Develop Team Skills...
• Evaluation of Organizational Change
– Develop Performance Management System
– Develop Survey Instrument
– Develop Measur...
Lean Cultural Change Objectives
• To transform Gerstenslager into a world-class
manufacturer
• Increase the knowledge leve...
Needs Assessment Analysis
Initial Needs Analysis
Assessment Results
• Gerstenslager Leadership is committed to adopting a
cultural change and support of Team and Lean base...
Implementation Plan
Implementation – 3 Phase Plan
Phase One – ($250,000 Ohio State Grant)
– Steering Committee formed
(Joint Leadership — Unio...
Implementation – 3 Phase Plan
Phase Two – ($300,000 Ohio State Grant)
– Steering Committee supporting teams
– Teams formed...
Implementation – 3 Phase Plan
Phase Three – ($250,000 Ohio State Grant)
– Steering Committee supporting teams
– Expanding ...
Operations Lean Academy
The Operations Lean Academy was developed to help our organization establish sustained
business gr...
Phase One Participants
Industry Recognized Certificates
Technical Reference Systems
• Emphasis on standardized work practices
• Computer based work instructions at the workstatio...
Technical Reference Systems
• Example of Gerstenslager ITRS opening screen:
Technical Reference Systems
• Examples of Gerstenslager ITRS screens
Technical Reference Systems
• Examples of Gerstenslager ITRS Safety screens
Technical Reference Systems
• Examples of Gerstenslager ITRS Maintenance
screens
Results and Current Status
Gerstenslager Results
• Leadership Preparation
– Direction and support of Work Teams
– Alignment of goals at all levels of...
Gerstenslager Results
• Understanding and responding to operational
constraints
• Value Stream mapping
• 5S and Visual Man...
Gerstenslager Results
• Team Development:
– Increased leadership on floor
– Increased communication up and down organizati...
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 -...
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
Strati...
Lean Implementation Results
• 150 Employees added since Lean Implementation
424
Employees
584
Employees
June ‘09 September...
Benefits to Ohio
• Maintain Manufacturing Economy - $1 from
manufacturing creates $1.43 of other economic
activity – 2X th...
Lean Cultural Change   Gerstenslager Nov 2, 2010 96ppi
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Lean Cultural Change Gerstenslager Nov 2, 2010 96ppi

  1. 1. Lean Cultural Change – Teams, Technology & Tools Retraining Gerstenslager in the Global Economy November 2, 2010
  2. 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. 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. 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. 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
  6. 6. Gerstenslager Company Background
  7. 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. 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
  9. 9. Improvement Plan
  10. 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
  11. 11. Strategic Improvement Plan SAFETY IMPROVEMENT INITIATIVE SCRAP & REWORK INITIATIVE FIXED COST REDUCTION INITIATIVE INVENTORY REDUCTION INITIATIVE IMPROVED EQUIPMENT UTILIZATION TEAM BUILDING – Technology – Team Build – Lean/TPM • Key Workstations
  12. 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. 13. Interactive Training Systems • History – 40 years in the industry – Engineering based – Technical writers and trainers – Real world experience – Machine designers - Mechanical/Controls
  14. 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
  15. 15. Interactive Training Systems – Operation and Maintenance Step-By-Step Samples
  16. 16. Interactive Training Systems – Troubleshooting - FaultBuilder Samples
  17. 17. Interactive Training Systems – Exploded View Samples
  18. 18. Interactive Training Systems – Controls Information Samples
  19. 19. Interactive Training Systems – Simulation Sample
  20. 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. 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. 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. 23. • Evaluation of Organizational Change – Develop Performance Management System – Develop Survey Instrument – Develop Measures and Tracking Process Interactive Training Systems ORGANIZATIONAL DEVELOPMENT
  24. 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
  25. 25. Needs Assessment Analysis
  26. 26. Initial Needs Analysis
  27. 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
  28. 28. Implementation Plan
  29. 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. 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. 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. 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.
  33. 33. Phase One Participants
  34. 34. Industry Recognized Certificates
  35. 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
  36. 36. Technical Reference Systems • Example of Gerstenslager ITRS opening screen:
  37. 37. Technical Reference Systems • Examples of Gerstenslager ITRS screens
  38. 38. Technical Reference Systems • Examples of Gerstenslager ITRS Safety screens
  39. 39. Technical Reference Systems • Examples of Gerstenslager ITRS Maintenance screens
  40. 40. Results and Current Status
  41. 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. 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. 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. 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. 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. 46. Lean Implementation Results • 150 Employees added since Lean Implementation 424 Employees 584 Employees June ‘09 September ‘10
  47. 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

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