Brian Stout

1
Brian Stout
NEW UNITED MOTOR MANUFACTURING

• Assistant Manager,
• Future Projects Group

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635N NEW MODEL OHBEYA REPORT TO GAMA3/10/04
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New Model Ohbeya Process

• OHBEYA
• OH BIG
• BEYA ROOM
• BIG ROOM CENTRALIZED PROJECT TEAM LOCATION

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Ohbeya Room Advantage

• Insures Quick Identification of All Project
  Issues
• Can Quickly Assess Impact to the Project Launch
• Meet Resolve Issues Cohesively with Immediate
  Countermeasure Development
• To Promptly Allocate Resources

5
635N North American Supplier Ohbeya Room Purpose

• Reinforce Timely Follow-up Activities of Critical
  North American Supplier/Parts
• Reinforce Team Activity with Strong Relationships
  Communication between all Related Divisions
• To be Window Group for TMC, TTC, TMMNA TMMBC
• Allows Centralized Visualization of Project
  Status Open Issues

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635N Supplier Ohbeya Team Goal

• TO INSURE OUR SUPPLIERS
• ?100 SOP TIMING CAPACITY
• ?100 QUALITY Achievement
• ?100 COST TARGET Achievement

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635N Master Schedule
N-6 to N Timing
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Joint 635N Ohbeya Team
North American Suppliers
N-24
KEY
Non Ohbeya Critical Suppliers
PHASE I
Ohbeya Critical Suppliers
N-19
Ohbeya Critical Suppliers
Supplier Evaluation and Ranking
EV
Suppliers added to Critical Supplier list due
to Missed Production Evaluation
Event Late Engineering Change
Instructions (ECI)
Supplier Issue Resolution
JA
PHASE II
1A
Supplier Removed from Critical Supplier list due
to consistent on time results and meeting
Production Evaluation Event Expectations
N-4
HVPT
2A
SOP
North American Supply Base
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Ohbeya Phase Management

VEHICLE TIMELINE
N-13
N-12
N-10
N-8
N-4
N-2
N-6
N-20
N
N-17
EV-A / CF1
SK / CF2
EV-W / SB
2A
1A
JA
SOP
PHASE II
PHASE I

• FOCUS ON SUPPLIER PLANNING DEVELOPMENT
• Plant Process Preparation
• Quality Development Plans
• In-House Logistics Plans
• Criteria New suppliers New
  technology/process New line/equipment/plant
  Past quality, delivery, and timing issues

• FOCUS ON SUPPLIER EXECUTION OF PLAN
• Team meetings (NA PC and SPD, NUMMI PC, SSG,
  and QC) to grasp and resolve supplier issues
  focusing on Production Readiness, Capacity,
  and Quality.

• TOOLS
• Tooling and Production Readiness Survey
  (NU3-635N)
• Sub-Component Management Survey (NU6)
• Mass Production Capacity Analysis (NU5)
• Plant Layout and Process Diagrams
• SQAM Documentation
• Provisional Approvals (PA)
• HVPTs

• TOOLS
• Leadtime Survey (NU2-635N)
• Tool Information Assembly Process Sheet
  (NU4-635N)
• Pre-Production Preparation Master Plan
  (NU4B-635N)

• METRICS
• Supplier Planning Issue Identification
• Issue Resolution
• Supplier visits and reviews
• Process Layout / Improvements
• Kick-off Meetings

• METRICS
• Issue Resolution at each Milestone (JA, 1A, 2A)
• Report and Track Tooling / Process Readiness,
  SQAM Documents, ECI Status, Capacity, HVPTs,
  RFPA, and PA.

• SUPPLIER EXPECTATIONS
• On-time delivery of documents
• Timely communications
• Open plant for process review visits

• SUPPLIER EXPECTATIONS
• In addition to Phase I expectations
• On-time delivery of parts
• Sub-component/raw material supplier management

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Breakdown of Suppliers and Parts by Ohbeya Rank
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SUPPLIER RANKING DESIGNATIONS
AA Rank Genchi Genbutsu visits required by
Ohbeya Team Members throughout project
preparation, as necessary ALL new suppliers /
new plants? A - Rank A Rank New supplier to
NUMMI/Toyota B Rank Follow-up by Ohbeya until
issues are resolved Genchi Genbutsu visits to
verify resolution C Rank Requires follow-up by
individual, respective department Supplier
execution result can impact alter rankings
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Supplier and Parts Status for 635N GAMA Suppliers
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635N GAMA SuppliersOhbeya Ranking
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635N Master Schedule
N-6 to N Timing
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1W/1K/1T N.A. Trial
N.A. Parts Receiving Status Event Start 03/08/04
Parts Due _at_ TAS/MV 2/17/04 NUMMI 2/23/04
Data as of 3/02/04
Eval
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U1A Trial
N.A. Parts Receiving Status Event Start 03/22/04
Parts Due _at_ TAS/MV 3/1/04 NUMMI 3/8/04
Data as of 3/02/04
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Late/TBD Parts for U1A
North American Build
SUPPLIER STATUS GAMA VS. NON-GAMA
PARTS STATUS GAMA VS. NON-GAMA
Data as of 3/02/04
Data as of 3/02/04
47
48
30
28
18
14
10
5
544 Total Parts
66 Total Suppliers
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635N Master Schedule
N-6 to N Timing
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635N PARTS ORDERING/DELIVERY DATES
N-6 to N Timing
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SVCS Key Points

• Track all 197 North American Suppliers
• Evaluate each supplier on Timing, Volume,
  Quality, DIR, Packaging, Operational Readiness
• Establish Criteria for each evaluation item.

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SVCS Key Points (contd.)

• Color Code status based on the criteria
• I. Red X
• II. Yellow Triangle
• III. Green Circle
• Weekly Summary of Board Status
• Timing established for each evaluation item to
  kick-off

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SVCS
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Supplier Visual Control Summary (SVCS)
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Supplier Visual Control Summary (SVCS)
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Supplier Visual Control Summary (SVCS)
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SVCS Red Dot Suppliers
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Ohbeya Key Success Enablers

• EXECUTIVE SUPPORT
• ?Rigorous Inspection of Process Every Week
• ?Thorough Understanding of Process
• TEAM MEMBERS EMPOWERED
• ?Defined Roles Responsibilities
• ?Perform Standardized Work
• ?Thorough Understanding of Job
• ?Objectives are Clear
• UNBIASED CHAMPION
• ?Unilateral Support to all Departments
• ?Clear Objectives
• UTILIZE REFLECTION PROCESS
• ?Process Revisited Thoroughly After Each Program
  Launch
• ?Kaizens Incorporated to Next Launch

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REQUEST TO YOU

• To Insure a Successful Pilot Phase
• Meet Pilot Parts Ordering Schedule
• U1A, U1.5A, U2W, U2A, Safety Stock
• Attend U1A/U2A as Requested by NUMMI
• Your Off Tool / Off Process Target is U1.5A
• Any Delay Must be Countermeasured Aggressively

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REQUEST TO YOU (contd.)

• In Preparation for Start of Production
• Thorough Tier 2 Management
• Packaging Complete / Approved
• Logistics Decided / Proven
• Ordering System Implemented / Tested
• Thorough Raw Material / Sub Component Order
  Management
• Especially Steel (Industry Concerns)
• Document Team Member Hiring / Training
• Plan vs. Actual
• Completion to Schedule

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REQUEST TO YOU (contd.)

• In Preparation for Start of Production (contd.)
• 4. Submit RFPA Packages according to Quality
  Assurance Schedule
• 5. Confirm Production Capacity
• Utilize N-6 Information
• Special Attention to Deviations from N-12
• 6. Create Ramp Up Plan to Meet NUMMIs Ramp Up
  Plan

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REQUEST TO YOU (contd.)

• Finally
• Immediately Communicate Any Non Standard
  Condition
• To Plant
• To Tooling
• To Equipment
• To Parts
• Etc

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• Thank You