TG Fluid Systems, USA Corporation AME Annual Conference, 2010
Slide 2 Who is Toyoda Gosei? 25,000 Employees Four Business Units
Int/Ext, Body Sealing, Safety Systems & Functional $6 Billion
Sales 16 Countries 45 Facilities North America, 9 Manufacturing
Divisions 2 Slide 3 Introduction to TGFSUS 1996: Started Production
as Eagle-Picher Fluid Systems. Manufacturing Location: Green Oak
Township, Michigan Sales and Engineering: Green Oak Township,
Michigan 2000: Toyoda Gosei Acquired Eagle-Picher Fluid Systems
2000: Changed name to TG Fluid Systems USA Corporation 2004: Moved
operation to Advance Street, Brighton 3 Slide 4 TG Fluid Systems,
Summary Plant Floor Space: 56,000 Sq. Ft. Warehouse: 20,000 Sq. Ft.
Office Space: 14,000 Sq. Ft. Team Members: 215 Hourly: 173 Salary:
42 4 Slide 5 TGFSUS Ownership Subsidiary of Toyoda Gosei North
America Directors of TGFSUS: Hiromi Ikehata (Chairman) Scott Maly
Toyoda Gosei North America- subsidiary of Toyoda Gosei Company Ltd
5 Slide 6 What is our Purpose? Rapidly respond to the needs of Fuel
Tank manufactures. Requires: Product Technology Design Support
Competitive Cost Rapid Response 6 Slide 7 The Tank System We
Support Fuel Feed and Return Fuel Fill Canister Vent Systems
Recirculation Fresh Air Running Loss Vent Line 7 Slide 8 Vision,
Values and Mission Vision: Through superior support to our
customers, our customers advocate TGFSUS. Values : Focus for
growth; Innovative solutions; Passion to deliver; Enthusiastic
leadership; Trustworthy and Loyal Mission Statement: To provide
globally innovative, dependable solutions that customer's value. 8
Slide 9 Fuel System Market, Tank Only 9 12M SAAR Slide 10 Customer
Base 2010 10 Slide 11 Revenue 11 *Forecasted Slide 12 TGFS
Manufacturing System Hoshin Kanri- Business Planning Vision,
Values, Mission and Goals Key Initiatives Key Operating Indicators
that support goals- 32 Daily, weekly and monthly review Heijunka-
Level manufacturing system Kan Ban: extrusion, assembly and
shopping Root Cause and Countermeasures- 5 Why, Poka-yoke, Yoketen,
5S/2S1Y Build and enforce culture- Culture Fit & PMT Consistent
Communication 12 Slide 13 Strength, Standard and Stable Key
Operating Indicators Support the Business Plan Managers Team
Leaders Drive Standardize and Stabilize Data Driven Root Cause and
Countermeasures Drive accountability 13 Slide 14 32 Key Operating
Indicators 14 Review RC & CM Weekly with mgrs No Review RC
& CM Weekly with mgrs Slide 15 Strength, Process Improvement
Tube Forming Fully Manual to Fully automated 5 phases Active
interaction with machine & tool builder ROI: 5-9 months Reduces
repetitive motion injuries by 80% Banned: Cant Hope 15 Slide 16
Tube Forming Technology 16 (-)Ergo, (-)Quality, (-)Efficiency
(-)Efficiency and (-)tooling cost (-)Efficiency(-)Floor space, (+)
Efficiency, (+)Quality Oven B1 B2 B3 Slide 17 Forming Variation 17
B3 B2 Oven Many tools, many people, few controls 2-4 tools, 1
person, few controls 1 tool, no people, many controls Slide 18 18
Sales Vol. Slide 19 Improvement Opportunity Business Plan Does not
Include all Stake Holders Lacks SWOT, PEST (political, economic,
social, technical) 12 month horizon Slow to react to market and
culture trends Does not fully engage the team Lacks prioritization
for the Team 19 Slide 20 Hoshin Kanri, 2009 20 Reflection,
Standardization Roles and Responsibilities Policy Idea Sheet
Objective Method Form 1. Reflection for current year per Policy
Item 2. 5 Why drives this document 3. This is a key supporting
document to Roles and Responsibilities and Policy Idea Sheet 1.
Role and Responsibilities of department and impact on the Company
policy 2. Sate current state and target for the next four years.
Consider department priorities when setting target 3. Consider
action to sustain 4 and 5 at that level Idea Formation 1.
Objectives 2. Dept KPI or KOI 3. Annual plan- April thru March 4.
Recommend 2 Job Schedule or 13 week plan to provide evidence of
Activities That Drive Results Activities That drive Sustainable
Results 1. Weekly tracking 2. Ensure rhythmic work 3. Activities
should drive results- Slide 21 21 Slide 22 Improvement
Opportunities Business Plan Process Hoshin Kanri to Hybrid..One
Page Plan Hoshin One Page Plan Good to Great Interactive with
manager conscientious Stake Holders 3-5 year Thrust, Business and
Culture 18 month plan Focus Initiatives 90 Business review,
re-budget 22 1PP Slide 23 One Page Plan, 2011 23 Slide 24 24
Questions
