autoliv’s culture of continuous improvement 2012 ame champions club... · autoliv’s culture of...
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Driven for Life
© Autoliv Inc., All Rights Reserved. / INTERNAL
Autoliv’s Culture of Continuous Improvement:
Our 17-year journey and how we “stay sharp”
September 2012Thomas Hartman
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Our visionTo substantially reduce traffic accidents, fatalities and injuries
Our missionTo create, manufactureand sell state-of-the-art automotive safety systems
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Our ValuesLife - we have a passion for saving lives.
Customers - we are dedicated to providing satisfaction for our customers and value for the driving public.
Employees - we are committed to the development of our employees’ skills, knowledge and creative potential.
Innovation - we are driven for innovation and continuous improvement.
Ethics - we adhere to the highest level of ethical and social behavior.
Culture - we are founded on global thinking and local actions.
We Care
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Autoliv in Brief
Sales and technology leader
Sales: US $8.2 billion
Fortune 500 company
Sales to all major vehicle manufacturers
More than 80 facilities in 29 countries
Technical centers in 9 countries with 20 crash test tracks
~48,000 associates whereof 4,400 in R,D&E
RoA
38%
Japan Europe
31%
Americas
10%
12%9%
China
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Sales by Customer - 2011
Others
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Autoliv in the World
USA
Mexico
Brazil
Australia
South Africa
EUROPE• Estonia• France• Germany• Hungary• Italy• Netherlands• Poland• Romania• Russia• Spain• Sweden• Turkey• UK
India
ChinaJapan
Indonesia
Canada
S.Korea
Malaysia
PhilippinesThailand
TaiwanTunisia
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Complete Safety System Supplier
Vision systemInflatable curtain airbag
Passenger airbagPedestrian protection
Night driving assist
Satellite sensorDriver assist radar
Knee airbagPelvis restraint cushionSteering wheelDriver airbag
Side impact sensor
Electronic control unit andBrake control/ESC
Side airbag
Seatbelt systems
Rear-side airbag
Far-side airbag
Battery disconnect switch
Extra belt
Anti-whiplash system
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Active Safety Functions
Adaptive Cruise Control Function: autonomously control engine output and braking.
Queue Assist Function: governs braking and acceleration.
Collision Warning Function: alerts the driver, prepares the active seatbelt, puts the brakes in an alert mode.
Collision Mitigation Function: autonomously brakes the car.
High/Low Beam Assist Function: automatically switches between high and low beam.
Traffic Sign Recognition Function: a symbol of a road sign appears in the instrument cluster or on a Head-up display.
Lane-Change Assist Function: alerts the driver by lighting the warning indicator on the appropriate side.
Road/Lane Departure Assist Function: alerts the driver with acoustical or haptic warnings.
Pedestrian Detection/Warning Function: warns the driver or even autonomously brakes the car.
Cross-Traffic Assist Function: warns the driver ofcross-trafffic by acoustic alert.
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Active Safety- order intake supports 30% market share target by 2015
E-ClassB-Class
Charger 300DurangoTown & Country TouranGrand Cherokee
Odessey
MDX
TL
RDX
R-ClassC-Class S-Class
~ 88% CAGR
GL-ClassM-Class
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IndustryWeek’s Best Plants
Autoliv North America Locations
AMM
Matamoros, Mexico
Products: Molded & Leather wrapSteering Wheels
Autoliv Matamoros
18 Facilities, 3 Countries:Airbag AssemblySteering Wheel AssemblySeatbelt AssemblyInflators (incl. Pyrotechnics & Squibs)CushionsCover MoldingWebbingElectronics3 Technical CentersService parts
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What We Do
V:\1omcd\video
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How do we Sustain Improvement?
Make it personal!
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Over 25,000 lives are saved
every year by Autoliv’s products.
Your Life. Our Life’s Work.
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Prom night crash: son of Paul James – (no injuries)
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All Airbags Deployed – son of Sherry Vasa (No Injuries)
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How do we Sustain Improvement?
Set Clear Expectations to Maintain Focus
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Autoliv will lead the way……through Perfect Quality in All dimensions – Q5
Behavior
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How do we Sustain Improvement?
Keep it Simple!
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Team Kaizen Suggestion Process
______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Name:_____________________ Date:___/___/___Kaizen #________________
Line/Dept.:___________
______|______|______
____________ __/___/___ ____________ __/___/___
____________ __/___/___
Problem
Suggestion
Shift Review
ImplementationVerification
GraveSwingDay
Signature Date
Standardize
Signature Date
Signature Date
ASP #6216
______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Name:_____________________ Date:___/___/___Kaizen #________________
Line/Dept.:___________
______|______|______
____________ __/___/___ ____________ __/___/___
____________ __/___/___
ProblemProblem
Suggestion
Shift Review
ImplementationVerification
GraveSwingDay
Signature Date
Standardize
Signature Date
Signature Date
ASP #6216
Team has an idea & fills out a new suggestion form.
Team will review suggestion for feasibility and place signatures in the appropriate spot under new.
AMG reviews suggestion and verifies standardization, gives the ok for team to implement suggestion. Card is placed in the in process slot. Team completes suggestion.
Team gives suggestion to AMT for verification of implementation. AMT places card in the complete slot.
APS Tech. will update tracking sheet.
Number of employee suggestions
w1 w2 w3 w4 w5 w6 w7 w8 w9 w10 w11 w12 w13 w14 w15 w16 w17 w18 w19 w20 w21 w22 w23 w24 w25 w26 w27 w28 w29 w30 w31 w32 w33 w34 w35 w36 w37 w38 w39 w40 w41 w42 w43 w44 w45 w46 w47 w48 w49 w50 w51 w521.69 3.38 5.08 6.77 8.46 10.15 11.85 13.54 15.23 16.92 18.62 20.31 22.00 23.69 25.38 27.08 28.77 30.46 32.15 33.85 35.54 37.23 38.92 40.62 42.31 44.00 45.69 47.38 49.08 50.77 52.46 54.15 55.85 57.54 59.23 60.92 62.62 64.31 66.00 67.69 69.38 71.08 72.77 74.46 76.15 77.85 79.54 81.23 82.92 84.62 86.31 88.00
Fill in the results weekly and draw the graph.
Year
TargetNew sugg.
Implemented
Line/Dept:
02468
10121416182022242628303234363840424446485052545658606264666870727476788082848688909294
w1 w2 w3 w4 w5 w6 w7 w8 w9 w10 w11 w12 w13 w14 w15 w16 w17 w18 w19 w20 w21 w22 w23 w24 w25 w26 w27 w28 w29 w30 w31 w32 w33 w34 w35 w36 w37 w38 w39 w40 w41 w42 w43 w44 w45 w46 w47 w48 w49 w50 w51 w52
Suggestion is implemented. Great Job Team!
Autoliv Suggestion Process
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Focused Workshops
• Team Meeting Times: Tuesday and ThursdayGrave/Days – 5:45amDays/Swing – 1:45pmSwing/Grave – 9:45pm
• AMC/AMG teams are assigned to be on the floor mentoring during the 1:45pm meeting time.
Focus workshop forms available in IBC Operational Standards Database, consisting of:
Why this workshop formAction register with shift approval Focus Workshop Storyboard
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How do we Sustain Improvement?
Invest in your People to Raise their Skill and Ability
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How are your managers spending their time?
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The APSU Logo
Goal: Learning by Doing!
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APS University Classes
5S / Visual ManagementPDCAPresentation SkillsOperational Availability Smart GoalsStandardsRoot Cause Analysis
YokotenPFMEA6 SigmaProduction AnalysisFlexible LinesAdjustmentsKaizen DevelopmentSafety / ErgonomicTakt Time
Standardized Motion:●Job Breakdown● Production Capacity● SequencingPull System / KanbanProcess vs. Results:One Piece FlowFlexible LineContinuous FlowFrequent DeliveryHeijunkaWaste EliminationFirst Time QualityCompany:● Accounting● Finance
Don’t Judge/ Don’t BlameSMEDMaintenance SystemsAPS in Support AreasMachine DesignJidoka:● Stop & Fix● Separate Man & Mach.Poka YokeDiscipline to StandardsProcess MappingTraining MethodFlexibility & Motivation:● Management SkillsTeam Work
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The Importance of Coaching
“Good leaders do not create followers, they create more good leaders.”
Takashi Harada
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How do we Sustain Improvement?
Get Everyone Involved, not just Operations
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How do we Sustain Improvement?
Where’s the Beef?
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Award-winning Facilities
AME Manufacturing Excellence Award 2011: Brigham City, Utah
The Shingo Medallion2011: Shanghai, China 2010: Queretaro(AQW),Mexico2006: Queretaro(AWM),Mexico
The Shingo Prize2009: Ogden (AOA), Utah2008: Brigham City (IBC), Utah2007: Queretaro(CMX), Mexico2006: Promontory (PRO), Utah2005: Tremonton (ITO), Utah2003: Ogden (AOA), Utah2003: Brigham City (IBC), Utah2003: Ogden Inflators, Utah
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50 years of Automotive Safety: 1959 Chevy Impala vs. 2009 Chevy Malibu (40MPH)
malibu vs impala.wmv
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1959-era Automotive Safety
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2009-era Automotive Safety
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How do we Sustain Improvement?
Continuous improvement is NOT what we do….
It’s who we are!
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Autoliv
Every year, Autoliv’s products save over 25,000 lives
The Worldwide Leader in Automotive Safety SystemsPassiveSafety
ActiveSafety
Autoliv - Safety Systems