1.Understanding of current situation (GEMBA):

•APQP Quality Gates were not performed, resulting in production means not being ready for serial production, demonstrated by a headlamp rate of 30 pcs/hr compared to the target of 60 pcs/hr

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2.Critical Success Factors Implementation:

•War Room/OBEYA was set up

•An empowered leader was designated to own the situation

•Specific roles were defined for every team member, from operators to managers

•Specific goals and KPIs were defined and communicated

•A communication process was established, with meetings every 2 hours to provide updates and conference calls to Ford executives

•Specific escalation rules were defined

•Daily review of execution level in the OBEYA/War Room

•International Task force (German technicians) defined to have Injection molding machines and toolings back to initial conditions

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3.Accomplishments:

•Avoided purchasing a second assembly line

•Improved line productivity between 200% (headlamp) and 400% (applique)

•Manufacturing Operations returned to Basics

•High participation from all levels and areas (Operators, Supervisors, Engineers, Managers, Directors and VPs)

•Strong teamwork with Ford-STA Organization