1. RDP Semester Review
Rotation #2
Sarah Brown, 6/11/15

2. Agenda
 Introduction
 Facts About the Rotation
 Rotation Participation Details
 Projects
 Continues Improvement Initiatives
 Lessons Learned
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3. Introduction
University Attended &
Majors/Minors
Indiana University – Purdue University Indianapolis (IUPUI)
Mechanical Engineering Technology
Technical Communications Certificate
Lean Six Sigma Green Belt
Organization Involvement
Society of Women Engineers
Engineers Without Borders
American Society of Mechanical Engineers
Society of Manufacturing Engineers
Engineering Technology Student Council
International Society of Automation
Engineering Technology Leadership Development Program
Study Abroad Experience
No International Experience - Yet
Travel throughout the United States with organizations:
- California, Michigan, Wisconsin, Florida, Ohio, Illinois,
Louisiana, New York
- Heard from many local engineers on their companies and
what they are doing in varying industries
Fun Facts about Yourself
- I play the violin and the piano
- I enjoy bourbon, beer, and wine tastings
- I like to cook/bake, read, draw/paint
- I love to travel & try to visit at least one new place per year
- I can speak some Spanish & Italian and am working to
become more fluent in both
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4. Facts About the Rotation
Rotation # 2
Core Field Operations
Executive Mentor Eddie Millington, Continuous Improvement Director, FECT - NAO
Site Manager Alex Portas, Industrial Engineering Manager , FAS - SHO
Location / Division Faurecia Automotive Seating – Sterling Heights, MI
Objectives of the
Rotation
1. Introduction to Process/Industrial Engineering in a JIT Facility
2. Participate in a Launch Program
3. Participate in Plant MOD Reduction Plan through Hoshin Events
4. Attend Successful Manager Training Modules
5. Experience Working w/ Plant JIT Diagnostic Tool
Next Rotation Faurecia Automotive Seating – Simpsonville, KY
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5. 5
Rotation Participation Details
 Plant Projects and Activities
 Participation in Women@Faurecia Initiative
 University Visits
 Central Michigan University Career Fair
 Purdue University Women in Business Conference
 Oakland University Diversity and Inclusion Conference
 Ignition Workshop – Technology Implementation for Efficient Operations
 RDP Workshop Session Lead – Millennials & Mentors
 RDP Candidate Interviews Participation
 Training
 Successful Manager Training
 Interviewing Talent for Faurecia
 FES NAO Coaching Modules – Employee Empowerment, 7 Delivery Basics, 7
Inventory Basics, New QRCI, HSE and 13 Mandatory Rules, 7 Quality Basics in
Production, 7 Quality Basics in Program, and QRCI in Program

6. Projects
 Cadillac Omega Line – Flow & WIP Racks for Offside Stations
 Scope
 Act as liaison between Program Team & Supplier (Trilogiq)
 Gather data/information, communicate needs/limitations,
approve drawings, collect & approve quotes, facilitate rack
build & delivery
 Result
 Currently being built – 3 WIP Racks & 2 Flow Racks w/ Carts
 Actions
 Determined overall rack dimensions
 Space constraints & ergonomic standards
 Found optimal number of Kit Boxes & WIP
 Communicated updates & design changes as
Program Team needs changed
 Approved drawing & received quote approval
 Currently keeping communication between
Program Team & Trilogiq as racks are being
built 6

7. 7
Projects
 Cadillac Omega Line – Kit Boxes
 Scope
 Acted as liaison between Program Team & Suppliers
 Gather data/information, create needed layouts,
communicate needs/limitations, determine correct parts,
approve drawings, collect & approve quotes, facilitate rack
build & delivery
 Result
 2 Inner Kit Box Layouts
 Prototypes for customer viewing
 Enough Kit Boxes for run at rate & full production
 Actions
 Found information on part delivery
 Scheduled supplier visits to discuss needs
 Created several inner layout designs & updates
 Analyze supplier capability vs. Program Team
needs & limitations
 Receive quotes & approve layouts

8. 8
 MOD Reduction Hoshins
 Plant (UF) MOD: 176 on 12/31/14
 Plant (UF) MOD Target: 166 by 7/1/15
 LH/RH 140 Reduction (MOD -2) –
Complete
 LH 130 Elimination (MOD -2) –
Complete
 Clip Installer Elimination (MOD -2) –
Complete
 LH/RH 95 Elimination (MOD -4) –
Complete
 RC 33 Elimination (MOD -2) –
In Process
Projects
176
166
160
162
164
166
168
170
172
174
176
178
9 10 11 12 18
MOD
Week
MOD Convergence 2015

9. 9
Projects
 MOD Reduction Hoshins
 Scope
 Day long events to find areas of
improvement on the line
 Reduce MOD by improving layout,
process, etc.
 Result
 Current UF MOD @ 166 – Target
Achieved
 Actions
 Visit line - current cycle times &
process recorded
 Analysis of data & brainstorming
 Action Plan & PDCA Update
 Trial Prep & Data Collection
 Implementation Success/Failure
based on Data & Feedback

10. Projects
 JIT Diagnostic Tool
 Purpose
 Diagnose Direct Labor Potential
 Centralizes Program Information
 Improvement Opportunities
 Provides Program Target
 Helps generate & maintain PIP
 Consists of
 Excel Sheet w/ Varying Tool Tabs
 Labor Summary & Line Balance, Takt Time Calculation, Work Content Charts, Work Content by
Weighted Volume (Bubble) Charts, Work Content Variant Charts, Labor Potential Calculations,
Complexity Analyses, Diversity Tree
 Binder
 All Tools from Excel Sheet, JIT Tool PDCA, Shift Volume Pulled by Customer, PDP Adherence,
Daily Variation of Mix, Customer Preliminary Module, Product Allocation, JIT Window, Current &
Target MIFD/MIFA, Operating Times, Volumes of Finished Goods, Availability Analysis of
Current Process, Supplier MPMs, Quality Level of Line, Inventory Segmentation, Target Layout,
Target Line Balancing, Commitment on Quality, Labor, Delivery, etc., PIP, Training Logs &
Meeting Sign-Ins, Questionnaire for Faurecia JIT Sequence Plants
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11.  JIT Diagnostic Tool
 Scope
 Build/Update UF JIT Tool Documentation/Binder (LH/RH/Row 2)
 Begin building JIT Tool for Omega Line
 Result
 Complete & up-to-date JIT Diagnostic Tool for UF Line
 Progress on Omega JIT Tool
 Organized JS JIT Tool Binder
 Actions
 Collected Cycle Times from each
line and input into Tool
 Updated Tool to be consistent
(layout, text, colors, etc.) and link
data
 Worked w/ other departments to
gather necessary documentation & data
 Printed, organized, labelled, and assembled binders & documentation
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Projects

12. Projects
 JIT Diagnostic Tool Documents – Labor Summary & Line Balance
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13.  JIT Diagnostic Tool Documents – Generated Information
Projects
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14. Projects
 Miscellaneous Projects
 PC&L Cycle Times
 PC&L had outdated/missing cycle times necessary
to create SWIs
 Created Excel file w/ data for each area of PC&L
(except HiLo’s)
 Designed a Flow Rack to Hold Seatbelt Buckles
 HSE Warehouse Fire &
Emergency Routes
 Miscellaneous Cycle Time
Collection
 ECR (Engineering Change
Request) Data
 Improvement Initiative Data
 PC&L Area Safety Hoshin
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15.  Omega Shadowing (Personal Improvement)
 Watched Omega Master Builders assemble seats
 JIT Diagnostic Tool Changes
 JIT Diagnostic Tool Documentation Library
 Data linking in JIT Diagnostic Tool Excel files
 Updated layouts of documentation for Tool
consistency/ease of navigation
 Hoshins
 Gather relevant information prior to Hoshin meeting
 Videos, Cycle Times, Pictures, etc.
 Bring Improvement Idea Sheets to Hoshin Events
 Various changes to the line (as a team)
 Rotational Development Program
 Objective Updates
 Training creation targeted for Millennials & Mentors
communication
Continuous Improvement Initiatives
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16.  Daily Improvement Ideas
 JIT Diagnostic Tool
 Function, Design, Capabilities
 Faurecia/Customer Interaction during New Program
 “Slow Builds” – customer visit to analyze seat build
 Faurecia/Customer Interaction during Existing Program
 Customer can add work content to line
 React quickly to protect customer & line
 Involvement of Floor Representative in every Hoshin
 Importance of cross-functional team during
Hoshins & general team collaboration
 Continuous Improvement as a Leader
 RDP is New – Trainees need to reach out & take
charge of their own development
 Gain experience in other areas (PC&L, Quality,
Finance, etc.)
 FES is not a bunch of standards to be followed –
it’s a company culture
Lessons Learned
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