I GM WORKSHOP REPORT Production Innovations... People, Processes and Systems

At ' largest car assembly facility in America, state-of-the-art manufacturing processes and relentless improvement efforts lead to gains in product quality, productivity, and employee job satisfaction.

By Lea Tonkin. contribuling editor

No longer will past performance in manufacturing chassis assembly plants less than two miles away," quality be acceptable to the restless executives and Downie said. "It's an 'all under one roof concept plant workers at the ··Cadiliac (B·O·C) called integrated manufacturing that contributes plants in Lansing, MI. They have seen what a total significantly to the basic quality of the GM20 cars." commitment to product and production excellence Downie cited a direct relationship between this new can do for the current lineup of GM20 cars. Now manufacturing concept and the advantages of Just·ln· they're combining efforts to make sure that the Time (JIT) inventory management. "Materials move revolution continues. As General Motors executives shorter distances and in smaller quantities between explained to participants in AME's workshop at B·O·C the various operations that are required to work on Lansing in October, 1985, the importance of a new them. In addition, people involved in GM20 are technology and work ethic and commitment to excel· located in close proximity with each other and func· lence cannot be underestimated. The automaker's tion much more effectively as a coordinated team," future, and their jobs, depend on quality and cost he said. competitiveness in tough world markets. The follow· More robots are used in the GM20 program than in ing report reflects workshop presentations, any other GM location in this country. Body assembly uses 220 robots in its operations, and chassis has What GM20 is all about another 7 for a total of 227. Uniformity in assembly "GM20 was a major General Motors undertaking," processes is boosted by these robots. explained Donald R. Downie, Director of Planning and A unique automatic guided vehicle system (AGVS) Industrial Engineering at B·O·C Lansing. "On June at B-O·C Lansing's chassis assembly allows assembly 18, 1984... the first of the 1985 model GM20 cars techniques unmatched elsewhere in North America, ... the Oldsmobile Calais, and the executive continued. "The AGV's will allow major Buick Somerset Regal ... came off our assembly lines. portions of our GM20 cars to be built in station," Millions of dollars in investment and many hours of Downie said. "Each operator is able to stop the prod­ work by thousands of hourly and salaried employees uct if difficulties arise and is able to take the time at both (Lansing) locations took form and came alive necessary to make corrections. This technique adds to in new processes and equipment." Innovation is not the quality of our cars." new to Lansing, Downie said. Yet B·O-C Lansing's Vendor relationships are essential to the success of combined efforts reflect a revolutionary way to build the GM20 project. "From the beginning of this proj­ and bring new cars to the marketplace. ect, we have met with and involved our suppliers to For more than 85 years, Lansing has been a car­ be certain they will be able to produce high·quality building town. Now the long-standing association with parts and components all the time, just-in-time ... Oldsmobile production has been extended to Buick Our vendors ship 100 percent to specification, and and Pontiac as well. Another change: A single line of we do not have receiving inspection." Downie stated. cars will be built here, compared to the variety of cars "Ninety percent of B-O-C Lansing's suppliers are turned out simultaneously in past years, within 250 miles, permitting truck shipment to our Key points of the GM20 program outlined by build schedule. Downie are: "Finally, and perhaps most important, B-O-C Lans· All major sheet metal parts are made at B-O-C ing has involved our people ... hourly and salaried Lansing's stamping plants and sent next door to ... in all of the details of the GM20 program from the B-O·C Lansing body assembly facilities. "At body very beginning. Our employees are highly trained. assembly, sheet metal parts are assembled into They are committed to producing a quality product," bodies, painted, trimmed, and sent immediately to the said Downie.

10 planners: converting two 60·job-per-hour production Quality strategies lines under one roof to new assembly technology, The real power of the new Oldsmobile Calais, for with no more than four and a half months' downtime example, lies in quality concepts in its design and in any area. manufacture, according to the B·O·C executive. "Our Each production line has three major departments: quality strategies for GM20 were built around four body, which produces the metal shell: paint: and trim. basic elements in product development ... product Changes in these areas include: design, people, manufacturing processes, and parts Installation of underbody press lines, body framing sourcing," he said, adding: equipment, and other equipment began in February Design: "Our design had to be right for the features 1983-after previous modifications such as excava· our market was looking for, and at the same time, tion, structural changes, and floor resurfacing. All provide for top quality in assembly operations." major automated systems needed to build pilot People: "Our people had to believe in our quality vehicles were ready to run by November 1983. objectives and be thoroughly trained in their respon­ "It is in the body shop that automation and other sibilities, many of them different from anything they technological developments are most evident," Mattis had done before," said. "One hundred and sixty hydraulic and electrical Manufacturing processes: Our manufacturing proc­ robots perform spotwelding, migwelding, screwdriving, esses had to take full advantage of promising new and part handling operations. By comparison, we utilized concepts such as 'team build,' ergonomics, 'socio­ only six robots in 1984 model production," Body shop technical systems planning,' and of course, our whole systems also include 18 presswelders to assemble approach to quality of work life and participative GM20 underbodies, more than 60 non-robotic auto­ management." matic welders, 50 mechanical handling devices, and Parts sourcing: "Our parts sourcing had to be based two precision stop-and-go conveyor systems. on doing business with quality vendors and on Several subassemblies for the GM20 program are allbwing them to participate in the entire program." produced in tooling that is unique among GM plants Close cooperation between engineering, manufac­ and in some cases unique in the industry_ Example: turing, materials management, and reliability staffers Each body side assembly is buill in a fourteen-stage drove the basic GM20 design effort. Studies of exist­ automatic shuttle line, Mattis said. "Once parts are ing cars and their field experience resulted in an loaded into this shuttle system, a body side assembly action plan to assure that GM20 would be an even is untouched by human hands," he said. "It is better car. Sixty-one test vehicles, some built with automatically transferred to a delivery conveyor that the help of assembly plant hourly personnel, were carries it to the framing line. From there, another assembled. "This is double innovation. Sixty-one is a automatic system places it onto the underbody, and large number of vehicles, and prototypes are usually bends down the metal tabs which hold it in place on built by engineers, not by assembly plant people," its way to the automatic framing operation." Downie said. Automation also plays a key role in the production of underbody and motor compartment components, Evolution and innovation: rear wheel housings, and roof and shelf subassem­ People, facilities, and materials blies. Approximately 77 percent of the 1660 spot­ Thorough preparation is essential to the success of welds required to build a GM20 body shell are done the new GM20 era, according to Herbert T. Mattis, by robots or other automatic welding equipment. Superintendent, LCA-Body (Lansing Car Assembly), at Lansing is the first GM facility in which automatic B-O-C Lansing. Changes in people, facilities, and body framing stations are an integral part of the stop­ materials are needed as well, he said. For example, a and-go conveyor system. Reduced equipment cost series of training and development programs "informed, and decreased potential downtime associated with prepared, and motivated our first-class workforce transfers to and from the framing station are among for the changes that would be coming with the new benefits. product," Mattis said. The assembly of door glass frames, or headers, to "In the materials category, special events and com· the lower door in the assembly plant is another munication systems were created to get our suppliers significant process innovation_ This operation tradi­ on the GM20 team with uS as partners in the process tionally took place in a metal fabrication plant, far of building a total vehicle, not just a part," he from the point where doors are assembled to the body. continued. Mattis also described facilities changes "of "For GM20, a five-stage automatic shuttle system formidable proportions." probe-checks the lower doors and headers for incom­ Conversion to GM20 body assembly reflects the in· ing quality, assembles the headers to the doors, bolts vestment of millions of dollars at the Lansing body hinges to the door, trims flanges, migwelds the plant. Included are 25 buildings, housing 2.6 million headers, and probe-checks the finished assembly," square feet of floor area, on 75 acres of land. Much of Mattis said. "All coupe doors for both production the revamping process took place during the 1984 lines come from a single shuttle system, which is model year. Among the challenges facing GM20 designed for a capacity of 360 doors per hour,"

11 Doors are transported to an automatic guided vehi· c1osed·loop repair systems, if necessary. "Other c1e system (AGVS), for delivery to the point of use, a changes include the addition to a partial·dip body short distance away. Each vehicle in the AGVS is pre­ washer ahead of phosphate, facilities for two·tone programmed with an on·board microprocessor; the painting, electrostatic spray machine installation, self·propelled vehicles' movements are controlled by a oven changes, lighting improvements, and perhaps wire embedded in the plant floor. most significantly, 'c1ean·room' architectural modifica· Automatic tools pierce attaching holes in deck lids tions to isoiate dirt·sensitive areas of the paint shop," and front end sheetmetal. Precise coordination with Mattis said. body piercing equipment makes it possible to fit Robots now can perform several trim operatings at these panels on the line without manual adjustment. Lansing. A seven·point AGVS is the focal point of this "Net build" is a concept that was applied con· innovative setup. As explained by Mattis, "Adjacent to sistently in the design to GM20's body assembly pro· the AGVS line, robots prep and apply urethane cess. It simply means that "oversize holes and slots sealant to the windshield, back window, and quarter are eliminated," Mattis said. 'The body is built so windows. On line, twelve AGVS carriers will position precisely that most holes used to attach other panels each body precisely for a series of robotized opera· and hardware need not be any larger than the tions. Six robots will install glass components to the fasteners used to attach them." body in two separate stations; four more robots will The master cube system is another essential ingre· place moldings into the front and rear wheel open· dient in the quality·driven GM20 program. Mattis ex· ings, and hold them while driving screws to secure plained, "This is an important first step toward in· them." tegration of computers in manufacturing (ClM) which Also new in the trim shop: "Hot knife" presses are bridges the gap between computer aided design used for smooth cutting of door trim panels and (CAD) and computer aided manufacturing (CAM) in headlinings. And multi·axis programmable tools carve our labricating systems:' through carpeting with a high·velocity jet of water. There are three basic elements in the master cube Improved coordination between body and chassis is system, which was developed to enhance sheetmetal reflected in a new scheduling, or broadcast, system. fits and build quality. First, the entire GM20 car is The build sequence is set before the start of trim represented in mathematical data-the reference for operations, in support of chassis just·in·time pro· every stage of production. Second, a computer·linked grams. Monitoring and reporting functions advise scanner checks metal surfaces and compares them to which jobs are coming several hours in advance of the master mathematical data base. This scanning chassis operations. step ensures that each part, as well as the entire car, Additional changes have resulted from "exchange reflects the same master. Third, the cube itself is a team" discussions between B·O·C Lansing body full·size, three dimensional r!!presentation of the assembly and chassis process planners. The best build perfect GM20 car. This giant "jigsaw puzzle" enables sequence, rather than tradition, was the basis for B·O·C Lansing people to check parts in relation to recommended moves in body plant trim shop and one another-eliminating the possibility of later pro· chassis final assembly line. blems that would be difficult to resolve, "The other design principle that engenders process Meeting objectives control in body assembly is the one·tool concept," Conversion of Lansing facilities to build the all·new Mattis continued. The traditional use of multiple 1985 "N" cars was launched with three major objec· gates, or part·holding fixtures, accompanied by the tives in mind, added Donald Downie. use of tie·bars to lock parts in place, led to a measure of unpredictability in the body framing operation, for These targets: example. Nowadays, the GM20 tool system reduces 1. Achieve maximum integration of fabrication and the number of body framing process variables. One car assembly operations by locating as many of set of tools is used for each body style, for each step the fabrication operations as possible at one in the process. Most fit·sensitive components in the contiguous site. body will pass through systems that build all of each 2. Base the technology plan on new operating day's production, Mattis said. The results: More than systems such as team build and build in sta· 90 percent of door opening points checked on a tion-essential to meet productivity goals. representative sample of pilot bodies are within two . 3. Meet or surpass corporation goals for quality, millimeters of perfection, productivity, investment, and timing, A new grinding technique developed by Lansing personnel assists surface coating technology. Its effec· 'The final cornerstone of program planning was a tiveness depends on the craftsmanship of trained management philosophy to utilize the skills and metal finishers. abilities of all employees to build a high·quality car Major changes in the paint operation resulted from at a competitive cost," Downie said. the replacement of low·dispersion laquer topcoat with Downie noted that the integration of "fab" and multi·coat, high·gloss enamel. Bodies can be sent to assembly operations has resulted in freight savings,

12 quality improvement, inventory reduction, and A second JIT element is supplier selection. Sup­ improved communications. Ninety·eight sheetmetal pliers are involved early in the design and engineering parts, including 15 major appearance panels, were process. In this coordinated effort, family-of-parts allocated to the Lansing contiguous stamping plant sourcing encourages volume efficiencies. Supplier instead of various locations around the country. commitment to SPC and JIT delivery also supports "Quality-wise, Lansing has become the recognized improved performance. leader in the use of the master cube and math data Stable supplier schedules support JIT progress as to insure sheetmetal quality:' Downie said. well. "By utilizing target build concepts, eight days of "Productivity·wise, we addressed ourselves to im· orders frozen in assembly sequence, and mechanized plementing a quick die-change program, to get more systems ...we are communicating detailed material productive time out of our presses. Technology-wise, requirements to our just-in·time suppliers, including our initial thrust was the first major panel robotic online broadcast directly into one supplier facility," welding system in General Motors-the GM20 fender Pallas said. welding robot. We followed that up with four robotic Manufacturing flexibility is another JIT element racking systems for major appearance panels, which cited by the executive. The more traditional economic are the first such applications in the world." order quantity (EOQ) method of ordering material is The use stop-and-go systems versus continuously­ replaced with suppliers' flexible manufacturing. moving monorail conveyors has several benefits, Together with quality improvements, this area is most Downie added. This concept enhances team build. challenging, Pallas said. build in station, and operators inspecting their own Transportation is also essential to effective JIT work. Ergonomics and an easier link to stationary operations. Standards are set for transit times, arrival automation robots are other plus factors. times, unloading delays, and other factors; controls In the AGVS chassis build-up area, initial brake ensure that these standards are met, Rail volume in system fill and testing is done on three parallel work chassis assembly has been reduced from 40 to one paths-each one has buffer capability. This system car per day. More specialized vehicles such as "super­ allows the vehicle to remain in-station up to seven vans" and smaller delivery vehicles also are used. minutes, improving the odds for a perfect job. Inventory and material handling savings top the A new dynamic vehicle test system at the end of related freight penalty resulting from conversion of the assembly line analyzes the performance of each rail to truck. vehicle. Test roll drivers used to judge characteristics Material is received as close to the point of use as such as transmission shift points, cruise control possible, Pallas said. Material is no longer received at operation, and torque converter lock·up. The new, one location and disbursed to other points. Receiving computerized analysis eliminates subjective elements and material handling gains have resulted from this in testing. change. Improved ergonomics contribute to high-quality, New receiving docks were needed in some areas to consistent operations. New knowledge in this area allow deliveries near using locations. For example, enhances operator performance by minimizing engines and transmissions are now received at a new fatigue; in extreme cases when ergonomics could not dock; annual material handling savings amount to assure consistent manual operation, operators were $500,000. replaced with robots. In other cases, assembly processes were moved closer to existing docks. Wheel and tire subassembly Materials management steps operations, for example, were relocated near an Lansing's GM20 materials management strategies existing dock, leading to an annual savings of range from just-in-time material delivery to material $280,000. receiving and movement innovations, modern material systems, inventory reductions, and innovative final car Key commodities shipping systems. "GM20 provided us the environ­ More than two years' planning preceded the startup ment to build material processes from the ground up. of the JIT Program. After statistical analysis of the The cornerstone of this strategy has been just-in-time 5600 part numbers required to build the new car, a (JIT) systems, which is much more than an inventory JIT commodity definition was developed. It's based on control tool ... but rather an integrated production high-dollar and high-bulk items. This effort encom­ system ... ," said David J. Pallas, Director of Material passed 100 commodities, or 1600 part numbers, Control and Transportation at B-O-C Lansing. which represents 85 percent of daily volume. Dependable quality-receiving good parts from These key commodities were the major focus of JIT external and internal suppliers-is the first and most planning. They involve more than 80 supplier loca­ important element of just-in-time, Pallas said. He tions. Approximately 50 percent of chassis and 40 added, "Quality control and manufacturing efforts are percent of body suppliers are within 100 miles of being focused on improving and controlling the pro­ the B-O-C Lansing complex. Another 40 percent of duction process by utilizing statistical process control chassis suppliers and 33 percent of body suppliers (SPC)." have operations within a 100·250 mile range.

13 "In order to further define our target commodities, material flow is provided, including year·to-date we created data elements for each of the 100 items," requirements, build requirements in appropriate Pallas said. "The data elements are very similar to an increments, and flags for special conditions such as engineering specification, but instead of describing breakpoints and final quantities. the part, they describe over 60 elements which are Inventory turn performance has improved signif­ important to processing that particular commodity ... icantly as a result of these efforts. Chassis assembly From this data, we are able to calculate floor space, inventory turns rose 51 percent since 1982, and body manpower requirements, inventory and transportation assembly inventory turns increased 46 percent during costs, and facility requirements. We were also able to the same period_ Materiai handling labor reductions simulate the flow of material across our docks, ena­ amounted to 11 percent since 1982. bling us to develop a workable dock schedule." Controlled truck deliveries at the assembly plant Shipping: A better way require carriers to arrive within a specified "window" Lansing people also developed an innovative of time. Docks are responsible for unloading a truck process for vehicle shipping. Cars used to be driven as soon as it arrives. This system levels personnel from the end of the assembly line to a holding area needs at the docks, and it helps carriers utilize their where they were scheduled into a railcar, or they were equipment and drivers more effectively. driven 1'12 miles to another holding area where car­ The use of gull-wing trailers allows sheetmetal riers sorted and made up loads for final dealer delivery from the B·O·C Lansing Plant III stamping delivery. This time-consuming, expensive way to area to Plant II for weld assembly and later delivery to deliver cars has given way to direct conveyance of the body assembly. These side load/unload vehicles drive finished product to a new rail shipping complex. Driv­ through the plant. In turn the need for new receiving ing, holding, and sorting cars for final delivery have facilities is eliminated and unloading is done at point­ been virtually eliminated. Faster delivery and less of-use. shipping damage have resulted from the unique process. Railroads have responded to B-O-C Lansing's move By the spring of 1986, truck haulaway operations to truck with innovative proposals of their own. Con­ will be moved to a site that's adjacent to the assembly rail and Grand Trunk provide two-hour rail service plant-trimming the time needed to move and sort from the main plant stamping facility to body cars for carrier shipment. These rail and carrier vehi­ assembly. The trip is about 3'12 miles long. cle shipping systems will account for more than $6 JIT deliveries and point-of-use receiving have million in annual savings, when they're fully decreased storage space requirements. In chassis implemented. assembly, for example, material storage space was "While we are proud of the new concepts we have reduced from 550,000 square feet to 250,000 sf. developed and implemented ... and of the relation­ ships we are developing with our suppliers and car­ New systems startup riers ... we are continually searching for new and bet­ New materials management operating philosophies ter ways of carrying our materials management led to development of new systems. In December responsibilities," Pallas said. 1982, Oldsmobile and materials man­ Seminar participants toured body assembly and agers pooled their talents to develop a common chassis assembly areas at B-O-C Lansing. Small group in-plant material system. Results of this computerized discussions focused on production innovations._ system: fewer receiving documents and more up-to­ date information on parts as they are received. Management of minimal inventories is enhanced. "Our people had to believe in our quality objec­ The foundation for this system is the receipt of tives and be thoroughly trained in their respon­ electronic ship notification before material arrival. sibilities, many of them different from anything they "We have focused much effort in this area over the had done before." past several months, increasing supplier performance Donald R. Downie to 82 percent by November 1984," Pallas said. He noted that JIT suppliers also receive short-term "Quality-wise, Lansing has become the recognized schedules that detail GM20 material shipments in leader in the use of the master cube and math data build sequence, by day, or by increments within a to insure sheetmetal quality:' day, for the next eight days. Donald Downie This computerized system was developed in Lans­ R. ing to the Automotive Industries Action Group (AIAG) standards. It allows data to be teleprocessed to "We are continually searching for new and better suppliers, or the data can be accessed real-time by ways of carrying our materials management respon­ suppliers connecting directly into B-O-C Lansing sibilities:' computers. Key information needed to control David J. Pallas

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