2003 Shingo Prize Winners
The Shingo Prize promotes awareness of lean manufacturing concepts and recognizes companies that achieve world-class manufacturing status. It is named for Dr. Shigeo Shingo a leading expert in improving manufacturing processes. The prize is presented to manufacturing sites that have achieved dramatic performance improvements.
Following is a listing of 2004 Shingo Prize winners with a few of their accomplishments.
ArvinMeritor, Gladstone Plant
This 403,000-sq ft operation in Columbus, IN, employs 700 people in 54 work units. Products are automotive exhaust components and systems. There are 71 employee involvement teams. MRO inventories have been reduced 73% since 1993. Ontime delivery has average 99.99% since 1999. Scrap has been reduced 43% in the past 3 yr. Training time averages 40 hr per employee annually.
Delphi CENTEC, Plant 98
The 470 employees at this Ramos Arizpe, Coahuila, Mexico, plant have compiled 1.7 yr without a lost workday case. Maintenance cost per ship hour has been reduced 42% from 2000 to 2003. Uptime has improved 35% from 1999 to 2003. Scrap has been reduced 74% over the past 3 yr. Plant makes a variety of components for automotive wiring harnesses.
Delphi Corp., Parral Plant
With 141,573 sq ft of manufacturing space and 2220 employees, this manufacturer of automotive electrical/electronic distribution systems has cut its maintenance cost per hour by 46% since 2000. Uptime is running at 88.6%. Ontime deliveries from the plant have been 100% since it started up in 1998. The plant is located in Hidalgo del Parral, Chihuahua, Mexico.
Delphi Corp., Plant 5100
This manufacturer of truck and SUV wiring harnesses in Nuevo Casas Grandes, Chihuahua, Mexico, has amassed more than 4 million manhours (18 mo) without a lost workday incident, while reducing PPM defects by more than 80%. First-time quality (FTQ) improved 38% last year, and eight Shainin projects resulted in more than $220,000 in cost avoidance.
Delphi Corp., Plant 58
Maintenance costs were reduced 16% in 2003 at this Meoqui, Chihuahua, Mexico, facility while overall productivity was improved by 23%. Total product cycle time (TPCT) has improved 50% compared to 2000. The 151,000-sq ft, 1800-employee plant produces more than 3 million automotive wiring harnesses in 96 part numbers.
Delphi Corp., Plants 5 & 6
The recordable injury rate was 0.128 incidents per 100 employees in 2003 as time without a lost workday incident stretched to 22 million manhours at this Delnosa, Reynosa, Mexico, plant. Energy consumption has been reduced by 40% in kilowatt-hours consumed as a percent of production volume, and floor space productivity has improved by 46%. Manufacturing cycle time has been cut from more than 30 hr to less than 15 hr. The facility has about 500,000 sq ft of manufacturing floorspace.
Delphi Corp., Empresas CA-LE de Tlaxcalla Plant
Proactive maintenance expanded from a 48% level to 86% at this Tetla, Tlaxcala, Mexico, manufacturer of automotive maintenance-free and hybrid batteries. Each of the plant’s 575 employees receives 150 hr of training per year. Scrap dollars have been reduced 73% while first-time quality (FTQ) has improved 73%. Ontime shipping is at 100%.
Delphi Electronics & Safety, Kokomo Operations, Plants 7 & 9
The 1200 employees at these Kokomo, IN, plants improved productivity, measured in units produced per labor hour, between 31% and 123% for three major value streams. Ontime shipping is at 99.8%. The plant provides complex electronic assemblies for automobiles, including audio components, inflatable restraint systems, powertrain controllers, and climate controls.
Delphi Sistemas de Energia S.A. de C.V.
This plant marked up 100% ontime delivery for the past 3 yr while improving productivity by 33% over 2 yr, and reducing per-unit cost by 35% over 4 yr. More than 250 improvement suggestions were implemented last year. Training averages more than 100 hr per employee annually. Close to 550 people are employed in the 143,800-sq ft plant in Chihuahua, Chihuahua, Mexico.
Maytag Jackson Dishwashing Products
Maytag Jackson, Jackson, TN, produces more than 100 models of dishwashers under various brand names using an “any model/any hour” assembly cell system. Machine uptime is consistently above 99%. Scrap and rework has been reduced by 64%, and productivity has increased by 29%. More than 2000 Kaizen events and 53 Six Sigma projects were completed in 2003. Total productive maintenance is among the various disciplines used to foster continuous improvement.
Raytheon Missile Systems
This Tucson, AZ, producer of missiles and missile systems for the U.S. military has saved more than $223 million through waste elimination over the past 3 yr. In 2003, the plant recycled more than 7000 tons of solid waste and significantly reduced hazardous waste byproducts. Its first pass yield rates on highly technical products are approaching 95%.
TI Automotive – Cartersville
This Cartersville, GA, manufacturer of automotive brake and fuel bundles uses a 4-module approach called Common Sense Manufacturing. One module drives improvement in asset utilization by improving overall equipment effectiveness (OEE) using total productive maintenance (TPM). The 277 employees at the 114,000-sq ft plant produce more than 7.4 million units per year.