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  • Empowering Team Members

    February 23, 2013

    Bridgestone Aiken PSR/LTR Plant

    Safety

    • SQN Teams

    • Small Group Teams

    • Standard Driven Process

    • Cross Functional Teams

    • Wildlife Habitat Team

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011 2

    ● Ground breaking in August, 1997

    ● First tire August, 1998

    ● 1.8 million-sq. ft. facility (originally 1.5 million)

    ● On 585 acres of land

    ● 457 million dollar investment after expansion in 2000 (435 million dollar initial investment)

    ● PSR & LTR 15” – 20” rim size

    ● OE supplier to GM, Toyota, Honda, Chrysler, Ford

    ● 718 Machine Technicians (MT) ● 77 Service Technicians (ST) ● 132 Salaried Team Members ● Union-free Team organization ● Self-sufficient mixed stock supply (Currently 4 x 620 mixers)

    ● 4-Roll calendar with PT capability ● MTS (ACTAS) building system (25) ● Captive Inner liner / Body Ply carts ● Mitsubishi 51” Presses (180)

    Aiken PSR/LTR Plant

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011 3

    Expansion Totals

    ● 740,000 Sq. Ft.

    ● 346.4 Million Dollar Investment

    ● 480 New Hires (377 BS & 103 Contract)

    ● +12.75 K Tires/Day

    Aiken PSR/LTR Plant Expansion

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011

    Bridgestone Aiken County PSR LTR Pant

    4

    Proud Member of South Carolina VPP Palmetto Star Program Since 2001

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011

    Andrew Carnegie

    • Teamwork is the ability to

    work together toward a

    common vision.

    • The ability to direct

    individual accomplishments

    toward organizational

    objectives.

    • It is the fuel that allows

    common people to attain

    uncommon results.

    Vincent Lombardi

    The achievements of an

    organization are the results

    of the combined effort of

    each individual.

    5

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011 6

    Bridgestone Team Foundations

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011

    Traditional

     Management-driven

     Incremental improvements

     Department/function focus

     Policy/Procedure based

     High management commitment

     Many levels of management

    Information limited

     Continuous improvements

     Whole business focus

     Values/Principle based

    High team-member

    commitment

     Few levels of management

     Information shared widely

     Customer-driven

    Team-based

    Management Systems

     Safety Management Responsibility  Safety Everyone’s Responsibility

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011

    Successful Teams

     Shared goal/mission

     Climate of trust and openness

     Open and honest communication

     A sense of belonging

     Creativity and risk-taking are encouraged

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011

    Successful Teams (continued)

     Ability to “self-correct”

     Members are interdependent on each other

     Decisions are made by consensus

     Participative leadership

     Diversity valued as an asset

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011

    Today’s workers want:  More responsibility

     More rewards

     More information

     More decision making power

     More skills and training

     More authority

     Safe Work Environment

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011 11

    Safety Quality and Non-Operational Time (SQN)Teams

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011

    Safety

    HR

    Education

    NOT

    Quality

    Use of Coordinator Teams

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011

    All SQN Team Members:

    • Work for consensus on decisions and support the team’s decision

    • Share openly with other team members about feelings, opinions, problems and

    conditions

    • Trust, respect, support and have genuine concern for other team members

    • Listen and try to understand other team member’s point of view

    • Encourage and assist other team members

    • Strive for self-improvement

    • Share responsibilities for improving team effectiveness

    • Serve as representatives for various committees/teams

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011

    Safety Coordinator

    • Function Coordinate best safety practices in area of safety to ensure injury-free environment

    • Responsibilities

    • Are Machine Operators with additional duty

    • Are a coordinator for one year (option of 2 years)

    • Coordinate all crew safety activities

    • Input all safety activities into online safety planner

    • Conduct and coordinate audits, inspections and drills

    • Advocate safety for your crew

    • Meet monthly with Group Leader or Kaizen Leader

    • Coordinates daily start of shift stretching exercises

    • Bi-annual report to Plant Manager

    • Recommended specialized training: Accident/Incident investigation and OSHA safety awareness

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011 15

    Small Group Improvement Teams

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011

    SMALL GROUP IMPROVEMENT TEAMS

    • Designed to take Team Member concerns and develop strategic plans

    for correction.

    • Administered by Team Members and supported by all levels of

    management.

    • Work on projects in which they can effect change or continuous

    improvement.

    • Provided with training and tools they need

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011

    Small Group Improvement Teams

    • 29 active teams

    • One active team per CL at any given time

    • Up to eight members

    • Team member or GL can propose projects

    • Cost benefit analysis to determine return on investment (ROI)

    • Participation required by all team members

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011

    Problem Statement

    Y Condition

    Small Group Teams

    DMAIC Process Roadmap

    Process Map

    FMEA

    Multi-Vari Analysis

    Waste Identification

    Spread KPIV’s

    Centering KPIV’s

    Implement

    “Should” Process

    Validate Results

    DOE

    Develop

    “Should” Process

    Confirmation

    Compare Process

    To Standard

    Cause & Effect

    MSA

    Baseline Capability

    Improve Control Analyze Define & Measure

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011

    Small Group Improvement Teams

    DMAIC Template

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011

    Small Group Improvement Teams

    DMAIC Template

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011

    Small Group Improvement Teams

    DMAIC Template

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011

    Small Group Improvement Teams

    DMAIC Template

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011

    Small Group Improvement Teams

    DMAIC Template

    23

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011 24

    Small Group Improvement Teams

    DMAIC Template

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011 25

    Small Group Improvement Teams

    DMAIC Template

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011 26

    Standard Driven Process (SDP)Teams

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011

    Bridgestone - Aiken

    Suru Raku

    The Japanese-way

    Full-Participation KAIZEN Manuals & Standards

    The Western-way

    Smooth Operation

    SDP Standards Driven Process

    What Is “SDP”?

    D –> Define

    M  Measure

    A  Analyze

    I  Improve

    C Control

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011 Standard Driven Process

    Identify Gaps

    Current

    State

    KAIZEN

    Standard Compare

    Before and After

  • Copyright © 2011 Bridgestone Americas, Inc. | March 2011

    B

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