1.Understanding of current situation (GEMBA):

•Production/VDA BASICS not being followed

•Shop Floor Management BASICS not followed

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2.Critical Success Factors Implementation:

•War Room/OBEYA set up

•One empowered leader who owns the situation

•Specific roles for every team member from operators to supervisors and support areas

•Define and communicate specific goals and KPIs (Key Performance Indicators)

•Establish specific escalation rules

•Implement a quality wall to isolate customer from defective products

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

•Execute and deliver on any commitment promised to BMW and notify them in advance of any deviation

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3.Accomplishments:

•Achieved zero spills in less than 3 weeks and maintained for 4 months (de-escalation period agreed with BMW)

•Manufacturing line returned to basics

•Great participation from all levels and areas: operators, supervisors, and engineers

•BMW SQA awarded BMW pins to all operators