1. Terri Belcher Kelsey Bradley David Marcum Jacob Marler
IET 419 Fall 2016 Group 1
Terri Belcher Kelsey Bradley David Marcum Jacob Marler

2. “When our service is as boundless as your freedom: That’s feel the drive.”

3. About Webasto:

4. Webasto locations in the USA:

5. History of Webasto :
1901: Foundation At the age of 55, Wilhelm Baier founds a company that goes by the name of: „Esslinger Draht und Eisenwarenfabrik Wilhelm Baier, Esslingen/Neckar“.
1908: Move to Stockdorf/ Bavaria One profits from the proximity to the North-Italian bike industry and uses the power of the river Würm to drive machines, splashguards and racks are part of the portfolio.
1932: Steel plate and fabric In the middle of the 30s the first folding roof of Webasto – the so-called “Baier folding roof” – is assembled into a panorama bus.
1935: Webasto puts the heating on Development of the first heater for buses as well as engine-independent heaters for passenger cars.
1952: More than hot air Development of the first heater for buses as well as engine-independent heaters for passenger cars.
1956: Pioneer work Webasto delivers the first steel sunroof to Daimler-Benz – on order for the types 180 till 220 as well as for the 300er special class („Adenauer").
1974: The start of the glass roof's success story A glass roof in the Ford Fiesta brings light and a feeling of space into the car. 5 years later the first serial pop-up sliding glass roof is installed.
1986: Foundation of the expansion Webasto becomes a corporation. The Webasto AG Fahrzeugtechnik grows continuously and begins the sunroof production in the new plant in Schierling (near Regensburg).
1989: Light and air The Audi A80 Coupé is equipped with the first sunroof with mono-crystalline solar cells for parking ventilation, which provides ventilation while closed.
1992: Neubrandenburg – new perspectives Mit dem Bau einer neuen Produktionsstätte wandelt sich der ehemalige VEB Sirokko zu einem modernen Werk für Standheizungen

6. (Cont’d) History of Webasto :
2000: Smart Convertible Roof An attractive, small and modern car: the first convertible roof from Webasto is one of the most up-to-date of its time. It can be opened and closed during travel – just like a sliding roof.
2007: Big things for the little one Der Smart fortwo trägt das weltweit größte Panoramadach aus Polycarbonat von Webasto.
2008: Expansion Opening of the new headquarters of Thermo & Comfort in Gilching.
2009: Acquisition despite the crisis Acquisition of the convertible division of Edscha – the largest acquisition of Webasto.
2010: Expansion with full pressure With the aquisition of Karmann North America Webasto extended its position as market leader for convertible roofs. For the first time ever the group achieved sales of around 2 billion Euros.
2010: Next-generation parking heater The new Thermo Top Evo automobile heaters are the lightest in their class.
2011: 25 years convertible feeling The story of the Convertible Roofs unit began with the start of production for the BMW 3 series convertible.
2012: 75 years sunroof systems Starting with the first folding roof for a manufacturer in 1937, the Webasto automotive history began.
2012: Diavia Acquisition Acquisition of the Diavia air conditioning division for off-road and special-purpose vehicles from Delphi Italia Automotive Systems. New locations in Molinella (Italy) and Madrid (Spain).
2012: New Corporate Structure Divestment of Roof and Heating Systems to the independent operating companies: Webasto Roof & Components SE and Webasto Thermo & Comfort SE. Conversion of Webasto AG to Webasto SE.

7. Webasto Vision:

8. Webasto Vision:

9. Webasto Goals:

10. Webasto Quality:

11. Webasto Environmental and Energy Principles:

12. Webasto Safety Principles:

13. Webasto Future:

14. International Standards Organization 14001: 2004 :

15. Webasto Awards:

16. Continuous Improvement :

17. Continuous Improvement :

18. Continuous Improvement :

19. Webasto-Production-System
WPS
Webasto-Production-System
Plan Do Study Act
PLAN
ACT PDSA DO
Cycle
STUDY
Plan: State the objective. Establish plans to implement test, observations or collect data (who?, what?, when?, where?)
Do: Try out the test on a small scale and begin data analysis
Study: Try the actions on a small scale. Complete the analysis of the data. Compare the data to your predictions.
Act: Review the results and continue the cycle. Determine modifications. Make preparations for the next activities
PDSA: often referred to as the Deming cycle and is a model that outlines a process for continuous improvement. This came from PDCA (Plan Do Check Act) referred to as the Shewhart cycle.

20. Webasto-Production-System
WPS
Webasto-Production-System
5 Why Technique – Step Diagram
Begin with a clear definition of the problem
First level cause
Ask “why this happen” FIVE times
Why
Why
Why
The 5 Why technique helps to think through and identify the root cause.
Determine the starting point of the analysis
Ask “ why is this a cause of the original problem”
For each new answer repeat the question
This method often requires five “whys”
End with something or some action that you can take
Why
Why
Root Cause

21. Webasto-Production-System
WPS
Webasto-Production-System
5 Why Technique – Example
Action must be taken at each cause but the root cause has yet to be identified
Machine Failure
Why
Example of action: A new pump will fix the problem but with out a good PM Process a worn pump will be repeated resulting in downtime
Cylinder Broke
Why
Hydraulic Pressure Fluctuates
The 5 Why technique:
Determine the starting point of the analysis
Ask “ why is this a cause of the original problem”
For each new answer repeat the question
This method often requires five “whys”
Note: This is often difficult as colleagues want to jump to the solution and fix causes they have identified. Take the time to follow the process and answer the 5 why’s
Why
Worn Pump
Why
Lack of PM
The root cause tells us the process for PM need addressed
Why

22. Webasto-Production-System
WPS
Webasto-Production-System
Problem Solving Steps for 5 Why
Grasp the Situation
Problem Description
Problem Definition
Locate point of cause
Basic Cause / Effect Investigation
Plan
Why?
PoC
Why?
Direct Cause
Cause
Why?
5 Why Investigation to Root Cause
Why?
Cause Investigation
Why?
Root Cause
Counter Measure Do
Check
Act
Follow-up
Evaluate
Standardize
The Toyota Way by Jeffery Liker

23. Cause and Effect Diagram
(Generic)
WPS
Webasto-Production-System
Environment
Materials
People
Problem
Description
(Effect)
Note:
These are the six
categories that can
Impact the problem
Measurement
Machine
Method
Causes
Identify the problem
Record the problem statement
Label the categories / draw the bones
Brainstorm all possible causes of the problem
Identify the most likely cause and develop a second level diagram

24. Webasto-Production-System
5 Why Technique
Reverse Test for Logic
WPS
Webasto-Production-System
Result
The milk was spoiled SO
Work the logic back to verify the fix
Left it in the fridge too long
Why SO
We didn’t drink it fast enough
Why SO
We had more milk than we needed
Why SO
We bought more cartons than we needed
Why SO
The reverse test ensures that you are using the 5 Why Technique in a logical way
There was a sale on milk
Why
Root Cause

25. Webasto-Production-System
WPS
Webasto-Production-System
5 Why Analysis Template
Using the template as a guide:
Identify root cause of how the problem occur
Why the problem was not detected
Why the system allowed the problem to occur
Define Problem
ID the specific nonconformance
Why
Why
Why
Why
Id why problem was not detected
Why
Why
Why
Why
Why
ID the Systemic root cause
Why
Why
Why
Why
Why
Why
Once the factors are gathered then enter the corrective actions to each root cause

26. Standardized Work
WPS
Webasto-Production-System

27. Standardized Work Purpose Background Premise
WPS
Webasto-Production-System
Standardized Work
Purpose
To standardize work flow in order to produce a quality part every time, safely, and with less expense due to waste.
To document best practices as standardized work to provide a baseline for further kaizen activity (continuous improvement)
That the operating time of both man and machine is made transparent so waste is made visible and variation is minimized.
Background
Managed production is a standard; it detects abnormalities more quickly and more efficiently.
Clear identification of normal and abnormal conditions is necessary to recognize and address problem(s) as quickly as possible.
Premise
Work is human centered
Work content consists of repetitive work cycles

28. 3 Elements of Standardized Work
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Webasto-Production-System
Standardized Work
3 Elements of Standardized Work
Takt Time
Work Sequence
Standard Work in Process – SWIP (NOTE: this not the same as Work in Process - WIP)
Sustainable improvement without standardized work cannot be attained

29. Takt Time TAKT TIME: the rate of market demand.
WPS
Webasto-Production-System
Takt Time
TAKT TIME: the rate of market demand.
Available Operational Time: Amount of time available for production per shift
• Case by 1 or 2 shifts: 450 minutes / shift (w/no changeover)
• Case by 3 shifts: minutes / shift (w/no changeover)
Start -up mee ting
10 min.
Brea k time
Lunch time min.
Break time 10 min.
= 450 min.
(510-60)X2 = 900 min.
(480-50)X3 = min.
Lunch time min.

30. Rochester Hills division
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Webasto-Production-System
Work Sequence
The work sequence is the operator’s order of work – Work Instruction
Rochester Hills division
Lexington division

31. Standard Work in Process
WPS
Webasto-Production-System
Standard Work in Process
Standard Work in Process (SWIP): the amount of material that must remain in a process to enable smooth operation
Example: A process requires 15 seconds to apply and 285 seconds to cure an adhesive, though the process Takt Time is only 80 seconds.
The SWIP in this case would be calculated as:
SWIP = 285 seconds / 80 seconds = 3.56 units
Since we cannot have 0.56 units, we round up to define the SWIP for this process as 4 units required between the adhesive application and the next value added step in the process.
Standard Work in Process is a defined quantity based on this calculation and must not be increased randomly creating unnecessary buffers.

32. Standardized Work Tools used to visualize a process:  Process Flow
WPS
Webasto-Production-System
Standardized Work
Tools used to visualize a process:
 Process Flow
 Line Balance Chart
 Spaghetti Chart
 Standardized Work Chart
 Standardized Work Combination Table

33. WPS
Webasto-Production-System
Process Flow Chart
Visual representation of the work areas in a process

34. WPS
Webasto-Production-System
Line Balance Chart
Line Balance Chart (Overall Cycle Time): Used to provide an overall view of a work cell’s individual stations to identify overall line balance effectiveness and identify bottleneck processes

35. Spaghetti Chart Spaghetti Chart (each person / each process)
WPS
Webasto-Production-System
Spaghetti Chart
Spaghetti Chart (each person / each process)
Scaled diagram of a process showing the actual physical path and distances travelled during a product cycle

36. Standardized Work Chart
WPS
Webasto-Production-System
Standardized Work Chart
Standardized Work Chart (each person / each process)
Fill in header
Draw layout
Draw sequence steps (do not use arrows, return route is a dotted line)
Enter Standard WIP
Enter quality checks
Enter safety devices
Note process bottlenecks
Goal is to visualize process, define standard work using Takt, sequence and SWIP, and provide a basis for kaizen

37. Standardized Work Combination Table
WPS
Webasto-Production-System
Standardized Work Combination Table

38. Charts
On the next slide you will see some data we collected from Webasto and you will see how that data looks when charted out. The data/chart are based on Overall line efficiency. The CW in the data stands for Calendar Week.

40. Analyses of Data Collected
The dated collect from Webasto was in percentages of availability, performance, quality and each of there targets. That compiled, gives you the overall line efficiency. The availability target was 95% and they hit or exceeded that target 18 times. The performance target is 95% and the closest they came to that was 93% one time. The quality target is also 95% and they met or exceeded it twice. The target for overall line efficiency is 85%. You can see from the data and the charts that they never actually meet that 85%. The closest that they got was 84% one time. Since they never met the OLE target, we believe there is a lot of room for improvement. The biggest problem we see is the performance. If they could get there performance numbers up, and possibly even boost quality a little bit; we believe they could reach the OLE target they have set.

41. Recommendations for Webasto TQM Practices:
We would like to start by saying that Webasto seems to use several TQM tools all ready, and are also not far off on hitting their targets. The types of charts they use are good. The tools they use for root cause, and continuous improvement are also solid. At this point our recommendations would be to continue gathering data, studying it and trying different things to push their performance to the top. They can’t go wrong with continuous improvement and kaizen activities either. If they keep these things up, we really believe they will rise to the top of their own expectations. It also seems like they need to take the performance studies they took, and re-visit them. That would give them the ability to break that down further to see where their performance issues really lie.

42. Websites: https://www.webasto-group.com/int/