benchmarking daimler trucks

TOS Office

Detroit Powertrain Team U.S. Benchmark Trip Report November 13th 18th, 2011

Redford, December 5th, 2011

Redford TOS Office

Public

Daimler Trucks

Purpose of Trip

To benchmark various facilities and gather ideas and information that may be potentially

implemented to better our facility

We, as a Detroit Powertrain Team, have a chance to show off our plant in a positive

manner through the professionalism of our people.

2 TOS Office

Daimler Trucks

Facilities Visited

Toyota Motor Manufacturing Plant - Georgetown, Kentucky

Bowling Green Corvette Assembly Plant Bowling Green, Kentucky

Freightliner Trucks Manufacturing Plant Cleveland, North Carolina

Gastonia Components and Logistics Plant Gastonia, North Carolina

Thomas Built Buses Manufacturing Plant High Point, North Carolina

Detroit Diesel Remanufacturing Facility Cambridge, Ohio

Canton Storage Facility Canton, Ohio

TOS Office 3

Daimler Trucks

Short Summary of Findings

Toyota Motor Manufacturing Plant:

Material Flow AGV delivery systems

Hoshin Kanri Planning

Toyota Dojo Training area

Bowling Green Corvette Assembly Plant:

Safety Glasses Guidelines

Parts Presentation Ergonomics

Freightliner Trucks Manufacturing:

Problem Countermeasure Strips

Ergonomics Issues Resolution

Gastonia Components and Logistics:

Shop Floor Management

Parts Delivery System Automated Navigational Tugger (ANT)

TOS Office 4

Thomas Built Buses Manufacturing:

Discipline

CI Events

Suggestion System

5Ss

Detroit Diesel Remanufacturing Facility:

Application of advanced technology to their products

Canton Storage Facility:

Simulation Process

Mock-up Area

Standard Work Instructions

Production Smoothing

Daimler Trucks TOS Office 5


Background Information:

Toyotas first wholly owned manufacturing facility in the United States. Since 1988

Toyotas Kentucky team has been building quality vehicles in the Bluegrass state. Today,

TMMK is the largest Toyota plant outside of Japan. Each year in Georgetown, nearly

7,000 team members build about 500,000 vehicles and engines. Thats about 2,000

vehicles every day!

Daimler Trucks

Team Concept and

Safety

Standardi-

zation Quality Just-In-Time

Continuous Improvement

1. Safe Work Practices & Environmental Awareness

Well thought out safety practices that are accepted and followed:

No iPods or cell phones allowed on the shop floor

Footpaths for pedestrians were wide and roped off from traffic

Visual safety guides posted that show ways to avoid accidents

Machine Lockout placards are in place at entrances into the machines

Sharp corners taped off

Effective recycling program where containers are visual and well laid out (i. Pop cans, ii.

Bottles, iii. Plastics, iv. Food and used plates and cups)

Large 20 foot ceiling fans circulate air

2. Work Group Organizational Structure / Team Concept

Team concept was evident throughout the facility, which resulted in employee ownership

Job rotation: 2 hours maximum at each job to reduce monotony and increase muscle variation

In most areas there is 1 Team Leader per 4 Team Members

TOS Office 6


Daimler Trucks

3. Employee Involvement and Development

Employees are100% involved in problem solving and decisions are made on the shop floor

Defined and documented training for each team member with goal towards quality

Employees are hired for a maximum of 3 years as a temporary worker before becoming

eligible for a permanent position. Their CI track record plays a big role in becoming a

permanent employee.

Good opportunities for employee advancement (from Team Member, to Team Leader, to Group

Leader to Management)

Toyota Dojo Training Area: Has a good focus on tooling, methods and products. Team

member spends 7-8 days in training for two jobs before starting on the production line.

Examples include:

Defects Table - shows the employees common quality issues and what to look for

Table of Terror - shows the ramifications if improper machine lockout procedures

Operation/Dexterity Test - tests the employees fine motor skills and coordination

Air tool Test - teaches the employee proper tool usage to eliminate excessive force

TOS Office 7

Team Concept and

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Daimler Trucks

4. Clarity of Tasks and Roles

Team Leaders are engaged in managing daily business and have knowledge of all KPI's

Team Leaders and Group Leaders wear color coded shirts and hats (T/L tan, and G/L - blue)

Team leaders are well trained in problem solving

5. Leadership / Shopfloor Management

Conduct employee surveys

Good team involvement between management and hourly

Goals are pushed down to teams/operators in order to improve

Floorside Management System (FMDS):

1. Uses Hoshin Kanri (annual plan)

2. All employees are involved (two-way communication)

3. Main KPIs - high level indicators deemed critical to organization

4. Sub KPI's

5. Reflection/root cause investigation

6. Process KPI (Items #4-6 involve PDCA)

TOS Office 8

Team Concept and

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Team Concept and

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1. Visual Techniques / 5S

5S cards at each station with pictures gives operator a clear understanding of expectations

Great visualization of parts, shadow boards and LMF

2. Standardized Methods and Procedures

SWI along with visual training tools were present at each station

Warning bell 5 minutes and also 45 seconds prior to breaks/lunch ending

Visualized KPI performance with status indicators

TOS Office 9


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1. Customer Focus (External AND Internal)

The customer is considered #1

Theres a big sign hanging from the ceiling that says: "Earning Our Customer's Trust One

Camry at a Time" with every employees signature on it

Separate supplier issues from plant issues

Very low overall PPM: 35 PPM with supplier, 55 PPM internal

TOS Office 10


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Team Concept and

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2. Robust Process / Products and Preventative Quality Assurance

Each vehicle has clear, easy to read information sheets prominently displayed

SWI's are more worker driven and quality is emphasized

Standardized problem solving methods: Story Board concept - standardized flow and shapes

(i.e. dashed outline of boxes versus solid outline)

Push back quality issues to the supplier so they feel the pain" (i.e. required to come to Toyota

to sort for defect parts, etc)

TPM: Gave employees 15 minutes, two days a week to inspect machinery looking for low level

maintenance issues (i.e. hydraulic leaks, broken clamps, etc) - Ownership Maintenance

Boards

3. Quick Issue Detection and Correction

"We encourage our people to detect problems and stop the line"

Andon System in place. The production line is stopped to address quality issues

Implement "cabbage patch" for next shift to see the defects from prior shift

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1. Customer Demand Rate / Flow Production

Overall lead time is 4 hours

Takt driven consumption

Recalculate takt time every 3 months

2. Continuous Flow Processing

Good utilization of floor space

The customer is the next process step

Max/Min set up for materials and FIFO cards at each station

Kitting areas implemented

Very little cardboard (every part seemed to be in a returnable container)

TOS Office 12

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Daimler Trucks

3. Pull Production / Kanban and Pull-System

No forklift traffic in production areas

AGV's are used for parts delivery in machining and assembly, which are programmed at takt

time

Place for every part defined and used

4. Production Smoothing

Not discussed

TOS Office 13

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1. Waste Elimination

Team driven CI events with good connection to Hoshin Kanri

High level of visualization of projects before & after

Machine cycle time reduction achieved through Kaizen activities

Employees participate in "Takt Time Challenge, where teams are presented with a challenge

to reduce cycle time by 2 seconds. They compete against other teams and look for "waste

Share "Best Practice" and continuous improvement initiatives with the corporation world-wide

on shared drive

TOS Office 14





In 1 million square feet, 212 acres, the Bowling Green Facilities assembly Corvette

vehicles since 1981. Watch the fascinating assembly process of America's favorite sports

car, the Chevrolet Corvette, in a one mile walking tour. Observe as robots weld the steel

structure and our dedicated workforce adds parts in Trim and Chassis. See an engineering

marvel as the chassis and body come together in "marriage." Witness the birth of new

Corvettes at First Start and the thrilling drive off the end of the line.

Daimler Trucks

Team Concept and

Safety

Standardi-




No safety glasses required in designated areas (look at past history of eye injury incidents to

justify change in policy)

Clearly marked pedestrian pathways (green surface and yellow boundary lines)

Clear signs for plant tour directions

Ergonomics: tilt tables for parts presentation to operator


Not discussed


Not discussed

TOS Office 16


Daimler Trucks


Not discussed


Shopfloor Management displayed but not discussed

TOS Office 17

Team Concept and

Safety

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Team Concept and

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Some basic 5S and LMF but not very consistent


Visualized KPI performance with status indicators

TOS Office 18


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Team Concept and

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Every car made has an owner waiting for it so the incentive is to do well and build a high

quality product since the customer may be walking their car down the line

If the owner chooses to watch their car be built at the assembly plant, they can start their car

at the end of the assembly line for the very first time and receive a "birth" certificate


Employees must covered up their jewelry, belts, etc to protect the car surfaces


A lot of quality checks at various levels (i.e. QC in final process offload area uses lights" for

inspection)

Andon cords are present for operators to pull when quality issues are found

TOS Office 19


Daimler Trucks


Overall lead time is 3 days

Every car made has an owner waiting for it


JIT is only one day (pay on receipt)

Mezzanines installed overhead to carry car body and paneling

Parts are sequenced

TOS Office 20

Team Concept and

Safety

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Daimler Trucks


Electronic Kanban system (E.P.S. - Electronic Pull System) used to deliver material to station:

When operator reaches minimum stock quantity he/she pushes a button to send a signal

to the forklift driver's onboard computer. The computer will show the driver the part

number, point of use and storage location.

Kanban min/max defined but not always followed


Not discussed

TOS Office 21

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Team Concept and

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Every department has to come up with 3 CI ideas per month:

There is no special consequence for over-achieving, accomplishing or not meeting the

target except for being labeled publicly as an over/under achiever

TOS Office 22





The largest Freightliner Trucks manufacturing plant, this plant produces the company's full

line of Class 8 truck models, including the Century Class S/T, Columbia, Classic, Classic

XL, and the Argosy cab-over-engine models.

Daimler Trucks

Team Concept and

Safety

Standardi-




Full safety analysis is done at each station (hazardous materials, ergonomics, etc)

Large ceiling fans to circulate air inside plant


In most areas there is 1 Team Leader per 15 Team Members

Review departmental TIP's once a week (mainly discuss back spikes and if there are any issues

or roadblocks). Management encourage transparency and accountability.

Job rotation every 4 hours

TOS Office 24


Daimler Trucks


TOS Office is set up in this manner:

7 full time UAW employees, and 2 trainers which are salaried employees

In addition to the above staff, there's also a 6 month rotation program that's offered to 11

UAW workers

If on any given day the production line staff is insufficient then those 11 rotation program

employees are assigned to work in production (however, if "pulled" for 20 days then those

20 days will get added to their 6 months rotation)

There's a schedule made for CI events to fully utilize these rotation employees

Rotation employees perform "confirmations" such as ensuring that the team boards are up

to date and other TOS tools are being used. They also work on other CI projects.

Idea generation and implementation tracked per team. The number of ideas generated is part

of management's LEAD goals


Utilize SWIs

TOS Office 25

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Daimler Trucks


Plant mission statement is also the 5 year vision and is based on KPI's

5 year Blue Sky with SQDCME and plant vision

Plant TIP to departmental TIP for Blue Sky (not on team level though). At the end of each year these are reviewed with the management and union.

Each manager owns one TIP from the Blue Sky, which is reviewed every two weeks

Environmental is part of SQDCM + E

Departmental information is centralized (Winner's Circle)

Daily SFM meetings

Three level Shopfloor Management boards: Plant Department Team

SFM information cascaded down to department level, then down to team level

On the SFM boards five cost details shown: direct hrs/truck, indirect hrs/truck, overtime/truck, scrap $/truck, supplier $/truck

Conversion costs communicated once per month from plant manager to Team Leaders. Team Leaders sit down with team members to explain actual conversion costs versus target

TOS Office 26

Team Concept and

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Team Concept and

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Environmental Layered Audit Checklist

Daily Environmental Focus Item


Team Concept and

Safety

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Suggestion System Example

5S Area of the Month Champion Banner


Team Concept and

Safety

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Cadence

Meeting

Timer

Daily Cadence Schedule Cadence Meetings Guidelines


Team Concept and

Safety

Standardi-




Cleveland

Five

Year

Vision

Plan

SQDCM Board & Metrics Results

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Not discussed


Standardized SFM boards

Standardized tracking for safety, defects/unit, OEE, HPU, etc metrics

Standardized Practical Problem Solving Presentation Schedule

WIP sheets that show WIP between each station are marked (red, yellow, green)

The KPI charts are easy to read: target achievement = green area, target deviation = red area

Each SFM board has a title, an owner, meeting day & time and status

indicators

TOS Office 31


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Team Concept and

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TOS Office 32


Safety Number of

Incidents Tracking

Truck Conversion

Costs Tracking

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Team Concept and

Safety

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TOS Office 33


OEE (Efficiency) Tracking

HPU Tracking

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Team Concept and

Safety

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TOS Office 34


Defects Per Unit Tracking

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Team Concept and

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TOS Office 35


Practical Problem Solving Review Schedule

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Team Concept and

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TOS Office 36


WIP Level Tracking Sheet Weekly Downtime Tracking

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Team Concept and

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Not discussed


Four audits are conducted per shift: 2 from customer perspective and 2 from end of line

perspective. Each audited truck with results shown in the plant SFM area (Winner's circle)

Problem solving techniques: Problem Countermeasure Strips


Andon System in place. The production line is stopped to address quality issues. If no one

responds (T/L, G/L, Manager) then it gets escalated to the Plant Manager

Management encourages "Quality in Station. When an issue is detected the line is stopped up

to 10 minutes to resolve the issue before the truck goes Offline. If repair in Offline is >10

minutes then the operators are encouraged to fix the issue online.

Plant metrics show low defects per unit (on average 2.5/truck)

A3s are utilized to resolve problems

TOS Office 37


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Team Concept and

Safety

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TOS Office 38


Level of Problem Solving Criteria

Practical Problem Solving Raising Criteria

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Team Concept and

Safety

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TOS Office 39


Problem Flow Strips Explanation

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Team Concept and

Safety

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TOS Office 40


Problem Countermeasure Strips

Daimler Trucks

Team Concept and

Safety

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TOS Office 41


A3 Practical Problem Solving Tracking Sheet

Daimler Trucks


Overall lead time is 3 days

10% is added to the expected takt time (customer demand) due to downtime

Rebalancing of the line occurs when takt time changes are made (20 takt changes in the last 3

years)

Utilize Yamazumi and Multi-Moment analysis for line rebalancing (currently investigating

software called "GENEO" to do this analysis automatically)

The union is involved in time studies and Yamazumi analysis


One piece flow

Well developed repack and kitting area

Standardized returnable containers and well organized small container warehouse

TOS Office 42

Team Concept and

Safety

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Daimler Trucks


Delivery routes established for tuggers and forklifts

Management analyzes downtime every week for the previous week


Not discussed

TOS Office 43

Team Concept and

Safety

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Team Concept and

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Teams do a minimum of one CI project per month per team

Jishuken projects are value stream map driven with heavy focus on line balancing/waste

elimination activities

Encourage employees to try to eliminate wasted movement in increments

Use role reversals during CI events salaried employees do the team member's jobs and

take suggestions. This promotes better buy-in.

Management instills the can't lean out and layoff philosophy to reassure team members that

waste elimination will not eliminate jobs

TOS Office 44


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Team Concept and

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TOS Office 45


Team Driven CI Events Tracking Sheet




Produces cab and chassis parts for Freightliner's manufacturing operations and

parts distribution centers.

Daimler Trucks

Team Concept and

Safety

Standardi-




Safety standards on plant floor: eye, hearing and shoe protection required

Team Leaders use tools to track safety such as a safe work checklist


Great Team Concept: very well developed and motivated teams that run daily huddle meetings,

leaders push team concept, and union and management work well together

1 Team Leader per 11 team members, and 1 Group Leader per 5 Team Leaders


Employees are 100% involved (expectation)

Target of 2 CI ideas per team per month for reduction of labor hours only

TOS Office 47


Daimler Trucks


Very little supervision on plant floor - Team leaders have control of their area and are well

informed


Blue Sky and one year tactical implementation plan are posted

Team SQDCM boards are present for each department with three sections (one for each shift)

Leadership present on the plant floor

SFM very streamlined with status indicators and good report outs structure and timing = 10 mins

TOS Office 48

Team Concept and

Safety

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Team Concept and

Safety

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Team

Boards


Team Concept and

Safety

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Team Tasks Summary Sheet


Team Concept and

Safety

Standardi-




Working

Menu

for

Team

Leader

(Similar to

T-Card

Board)


Team Concept and

Safety

Standardi-




Cadence Walks Unresolved Issues List


Team Concept and

Safety

Standardi-




Blue Sky Sub TIPs Safety, Quality, Delivery, Cost, Morale & Environmental

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Team Concept and

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5S and LMF are a little inconsistent but for the most part are implemented


Quick changeover procedures

TOS Office 54


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Team Concept and

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TOS Office 55


IDL Performance Metric

Production Utilization Performance Metric

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Team Concept and

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TOS Office 56


Indirect Labor Hours Performance Metric

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Team Concept and

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Management addresses quality issues at the management boards on a daily basis and keep

track of all defects

Quality feedback loop forms, customer agreements, and daily quality gate reviews


TPM boards are up to date and well laid out


Good problem solving examples and escalation processes

Great utilization of A3s

Good connection between problems, countermeasures and results

Problem solving techniques: "Problem Countermeasure Strips"

TOS Office 57


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Team Concept and

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TOS Office 58


Customer Agreements

Daimler Trucks

Team Concept and

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TOS Office 59


Customer Quality Feedback Loop

Daimler Trucks

Team Concept and

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TOS Office 60


CCC Strip Tracking

Daimler Trucks

Team Concept and

Safety

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TOS Office 61


Quality Go-Look-See Example

Problem Countermeasure Strip

Daimler Trucks


Not discussed



TOS Office 62

Team Concept and

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Daimler Trucks


Utilized the Automated Navigational Tugger (ANT) for delivery of small parts:

Operator at the work station unloads the full containers and loads the empties onto the

ANT

Containers have color coded stickers based on the delivery areas

Standardized Work In Process (SWIP) boards for their Kanban system

Audited twice a day by the Team Leader

Three sections on the board (green/yellow/red)

Good development of routes for small parts and kitting (Andon system in place for material

delivery)

Utilized local suppliers as much as possible for raw materials


Fabricate components according to daily build schedule

TOS Office 63

Team Concept and

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Team Concept and

Safety

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Standard Work In Process Board (SWIP)


Team Concept and

Safety

Standardi-




Automatic

Navigational

Tugger

(ANT)

Daimler Trucks

Team Concept and

Safety

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Each team conducts 2 team driven CI events per month

TOS Office 66


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Team Concept and

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TOS Office 67


Team Driven CI Event Example

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TOS Office 68


Team Driven CI Events Tracking Sheet by Shift




The history of Thomas Built Buses is a long and winding road that began in 916 in the

small North Carolina city of High Point. Today, the 95-year-old company operates

several manufacturing plants in High Point, N.C. producing Type A, C and D buses and

Type D chassis. More than 50 dealers provide sales and service support throughout

North America.

Daimler Trucks

Team Concept and

Safety

Standardi-




Safety: PPE includes tinted sunglasses in designated areas around weld operations. Eye,

hearing protection and safety shoes also required.

Every single team member has a target to deliver 3 safety CI ideas per year

Great recycling program; 100% waste landfill free

Have designated areas for eating and drinking


Not discussed

TOS Office 70


Daimler Trucks


Good employee involvement and morale building events

Each Team leader is assigned to a small tree plant and must take care of it. If they can't take

care of "plant" then they can't take care of plant

In total 10,000 ideas put in to the suggestion system with 86% implementation rate

Target achievement gets tracked per single employee

Great morale. Employees were well trained and empowered.


Not discussed

TOS Office 71

Team Concept and

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Daimler Trucks


Management and employees work together as a team

Hoshin Planning generated from Blue Sky (SQDCME)

SFM/Gemba walks are used for immediate feedback on issues and to review manpower and SQDCME metrics

Plant manager spends 85% of his time on the production floor

When an employee was asked how did they get the people to buy into TOS, he answered: management follows up on everything

TOS Office 72

Team Concept and

Safety

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Team Concept and

Safety

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Team Board


Team Concept and

Safety

Standardi-




Tree Plant (Employee

Involvement and

Development)

Plant Information Center


Team Concept and

Safety

Standardi-




T-Card

Board

Gemba

Walk

Action

Items

List


Team Concept and

Safety

Standardi-




Daily

Cadence

Meeting

Schedule

(left)

Cadence

Meeting

Guidelines

(right)


Team Concept and

Safety

Standardi-




Plant TIP

Plant

Blue

Sky

Daimler Trucks

Team Concept and

Safety

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Good 5S followed throughout that is standardized


KPI's posted and updated regularly

Hour by hour performance tracking

Great process boards set up that show pictures of the sequence of process steps in each area

TOS Office 78


Daimler Trucks

Team Concept and

Safety

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TOS Office 79


Process

Flow

Example

Daimler Trucks

Team Concept and

Safety

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TOS Office 80


Plant Conversion Costs Per Unit Metric

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Team Concept and

Safety

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TOS Office 81


Plant Metrics

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Team Concept and

Safety

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The customer is put first

Combine supplier issues and plant issues into PPM tracking


Audits performed on one bus per shift

Have a quality sign off per team

Audit results get tracked down the team level

Boards prominently displayed with issues, resolutions and lessons learned so they can not be

forgotten

TPM boards throughout facility

TOS Office 82


Daimler Trucks

Team Concept and

Safety

Standardi-




Quality Gates are present throughout the production line

Andon in place at each station. Production is stopped to address quality issues and the

management gathers data on top issues

TOS Office 83


Daimler Trucks

Team Concept and

Safety

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TOS Office 84


Quality Gate

Daimler Trucks

Team Concept and

Safety

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TOS Office 85


TPM Board

Daimler Trucks

Team Concept and

Safety

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TOS Office 86


TPM Mission Statement

Future Maintenance Work Cycle Process Map

Daimler Trucks

Team Concept and

Safety

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TOS Office 87


TPM Employee Equipment Improvement Suggestion Process

Daimler Trucks


Overall lead time is ___ days


One piece flow



One hour tugger routes established

Kanban system in place with a 2-bin principle

Every receiving dock door is strategically placed around the perimeter of the building, where

each dock is right next to the point of use


Not discussed

TOS Office 88

Team Concept and

Safety

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Team Concept and

Safety

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JIT Strategic Dock Door Placements

Daimler Trucks

Team Concept and

Safety

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600 team driven CI events conducted in the past year

The target is 6 CI ideas per team member per year

3 white CI ideas (cost/quality/delivery/environment)

3 yellow CI ideas (safety)

As a whole, the team both union and management, were on the same page on CI events

Participate in Lighthouse projects

TOS Office 90


Daimler Trucks

Team Concept and

Safety

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TOS Office 91


CI

Workshop

Results

Sheet

Example




Detroit Diesel Remanufacturing (DDR) is the global leader in the remanufacturing of

products for on and off-highway power systems. Wide range of products remanufactured,

including engines, axles, water pumps, oil pumps, transmissions, electronics and other

components.

Daimler Trucks

Team Concept and

Safety

Standardi-




Safety: no cell phones policy

Scrap metal and recycling present

Attempt to reuse as many available parts as possible


Team Leaders hold daily huddle meetings with team

Each team has a team board

TOS Office 93


Daimler Trucks


Strong employee involvement with team leaders

Well developed Employee of the Month program:

1. Hourly employee fills out a form to nominate somebody including reasons for

nomination

2. A committee reviews all nominations every two weeks

3. All salaried employees receive all nominations without the names but only with the

reasons why and then rank the nominees

4. The winner receives:

a) A picture on the wall inside the plant

b) An article and picture in local newspaper

c) One paid day off

d) A gift with the company logo on it

TOS Office 94

Team Concept and

Safety

Standardi-




Daimler Trucks


Not discussed


Not discussed

TOS Office 95

Team Concept and

Safety

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Daimler Trucks

Team Concept and

Safety

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Tool boards labeled, shadowed and organized


Process steps in place for every single stage of repair

TOS Office 96


Daimler Trucks

Team Concept and

Safety

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Good communication with the customer

Each department has their own quality targets


Provide defect feedback to the DDC Warranty Department on what they find wrong with

products so it can be communicated to the Development Engineers

Application of advanced technology to their products. For example:

Thermo flame spray process for adding stock to surface - fill in porosity holes - combo of

dual wire (nickel alloy/steel) brought to single arc point then sprayed on with 90 lbs of

pressure are onto surface at 3 thousands overlapping


If a quality issue is found they address it right away (good FTT)

TOS Office 97


Daimler Trucks


Engines are built to order (4-10 week lead time)


Not discussed


Not discussed


Not discussed

TOS Office 98

Team Concept and

Safety

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Daimler Trucks

Team Concept and

Safety

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Not discussed

TOS Office 99





The Canton PDC is located in Canton, Ohio and serves the Detroit Diesel Distributor

network and the Daimler supply network. The Canton PDC packages and ships engine

parts worldwide, and supplements the FLLC dealer network shipments.

Daimler Trucks

Team Concept and

Safety

Standardi-




No cell phones policy

Safety glasses not required


Daily huddle and supervisor meetings

Team structure in place, however team members can be moved to different jobs based on

demand

Continuous job rotation to keep people busy, challenged and excited. This also helps keep

absenteeism down

Vacation for individual employees on a team get scheduled within their teams in January for

the entire year:

In the summer, no more than 10% of employees can be on vacation on any given day

In the winter, no more than 15% of employees can be on vacation on any given day

TOS Office 101


Daimler Trucks


Target of one implemented CI idea per year per employee

Employees don't receive any incentive for submitting their ideas (no monetary rewards, the

incentive is for better work conditions)


3 month training process for new hires

TOS Office 102

Team Concept and

Safety

Standardi-




Daimler Trucks


Monthly TOS Management meetings with both shifts

Weekly newsletter

The company provides the team members with 5 shirts with the company logo and personalized name tag for every employee every 18 months

Employees with a one year perfect attendance (less than one minute unscheduled absence during the year) receive year long designated parking spot. The employees get to pick their preferred parking spot based on their seniority.

TOS Office 103

Team Concept and

Safety

Standardi-




Daimler Trucks

Team Concept and

Safety

Standardi-




Facility-wide 5S map with individuals assigned to designated areas. Audits are performed on

these areas regularly.


Standards for packaging are developed internally

TOS Office 104


Daimler Trucks

Team Concept and

Safety

Standardi-



TOS Office 105


Facility

-Wide

5S

Map

5S

Audits

Daimler Trucks

Team Concept and

Safety

Standardi-




High focus on customer concerns and needs


Quality Engineering group onsite

Mistake proofing - the weighing of outbound packaging to ensure accuracy to customer:

The package weigh station weighs box for order and determines if it's at or below the

expected weight and either accepts or rejects the box

If its rejected the the box is emptied and the missing parts are identified

Employee that made the mistake corrects the problem

TOS Office 106


Daimler Trucks

Team Concept and

Safety

Standardi-




Error tracking posted on team boards

Excellent Packaging Engineering Test Lab to ensure proper packaging so that the customer

receives good quality parts. Tests conducted include:

Humidity/Temperature tests

Drop test

Crush test

Vibration test

CMM lab on-site to check part characteristics if a customer identifies a parts issue

TOS Office 107


Daimler Trucks


Delivery is based on customer demand


One piece flow implemented in individual work cells

TOS Office 108

Team Concept and

Safety

Standardi-




Daimler Trucks


Not discussed


There are two sides of the aisle on the shipping dock: one side is "must ship out that day" and

the other side will ship out in the future (usually within the next week). If there are no urgent

jobs then the employee can work on the non priority jobs and place them on the will ship out

in the future side.

TOS Office 109

Team Concept and

Safety

Standardi-




Daimler Trucks

Team Concept and

Safety

Standardi-




Daily CI activities and team driven CI events

Target of 8% efficiency improvement per year

Computer program developed that determines the most efficient amount and type of parts to

ship in specific box and calculates the percent of box filled to minimize waste

TOS Office 110


benchmarking daimler trucks

Documents

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