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
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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
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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
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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
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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
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Small Group Improvement Teams
DMAIC Template
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Small Group Improvement Teams
DMAIC Template
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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
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Bridgestone - Aiken
Standard Based Improvement Summary
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Standards Based Improvement Workflow
Standard Driven Process
Copyright © 2011 Bridgestone Americas, Inc. | March 2011
Why Select Extruder Extraction Procedure
50
46 45
40
0
10
20
30
40
50
60
A Crew B Crew C Crew D Crew
Standard Driven Process
Average of 45 Minutes per crew
during drill
Copyright © 2011 Bridgestone Americas, Inc. | March 2011 Standard Driven Process
Cross Functional Team
1. Kevin Hallman (Operator) 2. Mike Watson (Operator) 3. Mark Cousino (Operator) 4. Sherry Murdaugh (Crew Leader) 5. Carl Smith (Kaizen Leader) 6. Missy Sheppard (SDP Leader) 7. Craig Kiger (Maintenance)
Copyright © 2011 Bridgestone Americas, Inc. | March 2011 Standard Driven Process
Reviewed Current Standard
Copyright © 2011 Bridgestone Americas, Inc. | March 2011
Standard Driven Process
Safety Extruder
Extraction
Man Method Machine Material
Improve
Measure
Analyze
Control
Define
M A I C D
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Define Safety
Standard Driven Process
M A I C D
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Measure/Analyze Safety
Standard Driven Process
Gaps Found
M A I C D
Copyright © 2011 Bridgestone Americas, Inc. | March 2011
• Cut bar down to fit into EEK
•Ratchet to turn screw
• Make holding spot outside EEK for bar
• Use power drill to remove guard
•Cut access point to screw
•Not enough leverage
•Difficult to turn
•All EEK part should be locked in box
•Faster, but not desired time
•Create danger because of bounce back
Standard Driven Process
Extraction meetings discussing improvement ideas.
M A I C D
Copyright © 2011 Bridgestone Americas, Inc. | March 2011
• Cut bar down to fit into EEK
• Ratchet to turn screw
• Make holding spot outside EEK for bar
• Use power drill to remove guard
•Cut access point to screw
•Add anchor for support
•Not enough leverage
•Difficult to turn
•All EEK part should be locked in box
•Faster, but not desired time
•Create danger because of bounce back
Standard Driven Process
KOKAI watch of drills to determine best action items to build on
M A I C D
Copyright © 2011 Bridgestone Americas, Inc. | March 2011
Improve
Standard Driven Process
Safety
M A I C D
Copyright © 2011 Bridgestone Americas, Inc. | March 2011 Standard Driven Process
Safety IIP for Improvements
Put together IIP of action Items
Copyright © 2011 Bridgestone Americas, Inc. | March 2011
CLOSING THE GAPS
Quick access guard with one bolt was installed to eliminate removing the entire guard.
BEFORE AFTER
Standard Driven Process
Copyright © 2011 Bridgestone Americas, Inc. | March 2011
CLOSING THE GAPS
• An anchor was installed for leverage to eliminate the need for a bar. • This also allows for one person to turn the screw instead of two.
BEFORE AFTER
Standard Driven Process
Copyright © 2011 Bridgestone Americas, Inc. | March 2011
Extruder Extraction Drill Minutes Per Crew
After Improvements
10 9 9
10
0
5
10
15
20
25
30
A Crew B Crew C Crew D Crew
Standard Driven Process
Safety
35 minute time reduction
Copyright © 2011 Bridgestone Americas, Inc. | March 2011
Control
Standard Driven Process
Safety
M A I C D
Copyright © 2011 Bridgestone Americas, Inc. | March 2011 Standard Driven Process
Safety Itemized Implementation Plan
All IIP action items are complete
Copyright © 2011 Bridgestone Americas, Inc. | March 2011 Standard Driven Process
Safety Educate to Standard
One point lesson sent out explaining changes with before and after
pictures Video and excel working
standards were created. All team members were
required to be trained to new standard within a
month.
Copyright © 2011 Bridgestone Americas, Inc. | March 2011
Bridgestone - Aiken
Summary
• SDP = Smooth Operation
• Operator Involvement
• Reduces Gap Between The Actual & Standard
• Improving The Standard is Continuous
• Always Begin & End With A Standard
• Education Is Easier
• Safer Process now and over time
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Environmental Team
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2009 EMSManagement Review Aiken County Plant
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Disc Golf picture
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Discovery Habitat Pond
51
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KOI Pond
Aiken HS Horticulture Class Helped With Design
Girl Scout Troops Helped With Planting
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646 Blue Bird eggs have been laid since 2006. This Year we will have 30 nest boxes!
Copyright © 2011 Bridgestone Americas, Inc. | March 2011
Empowering Team Members
February 23, 2013
Bridgestone Aiken PSR/LTR Plant
Safety