This content is not included in
your SAE MOBILUS subscription, or you are not logged in.
Implementation of Lean Transactional in Tenneco's Ride Performance Europe Division - Review after Three Years of Implementation
Technical Paper
2014-01-0769
ISSN: 0148-7191, e-ISSN: 2688-3627
Annotation ability available
Sector:
Language:
English
Abstract
After having successfully implemented Lean in Tenneco's Clean Air division, Tenneco Europe decided to expand Lean to its other divisions - Ride Performance including Aftermarket in 2011. These divisions were able to fully benefit from the best practices developed over the last 10 years.
The implementation was articulated around two major axes:
- the execution of complex projects related to processes including several functions and sites. This approach allowed us to reach a critical mass in a reasonable time within the different functions and sites;
- the execution of smaller projects focused on one specific function,e.g.: Engineering or Sales. This approach is complementary to the first one since it enhances the spread of the lean spirit within the organization.
This paper focuses on Tenneco's Ride Performance division and is split into two parts.
Part 1 explains:
- the different steps required to implement the lean mindset;
- the challenges to implement it, i.e: the continuous improvement cycle, the enabling bureaucracy, the way of spreading the lean within an organization, the balance of top down and bottom up, the methodologies and ways of converting the benefits into concrete results.
Part 2 illustrates:
- the two types of lean projects, i.e: the cross functional, multi-site ones and the small, so-called change agent projects that are more specific to a team or department.
The first group of projects includes an example of the complex processes to prepare, build, pack and invoice a prototype. This involves all the key functions of an organization. The different steps of the workshop are shown.
For the second group of projects (small projects) an overview shows the benefits in terms of:
- the just-in-time information. Some standardized planning processes and tools were developed and validated to allow the engineering community to access and utilize testing resources anywhere in the world. These measures strengthen testing flexibility by sharing resources and prevent the testing facilities suffering from over- or under-workload;
- Built-in-quality. The standardizations of testing procedures, engineering skills, data bases, or labeling of prototype parts are some typical examples which lead to a drastic reduction in waste, like waiting, re-work, over-processing, inventory, movement and transport;
- Operational stability. Better alignment between engineering departments and the improvement of some key tools like Computer Aided Design (CAD) are critical factors to improve operational efficiency.
An example illustrates how a change agent project is treated.
Finally, three years of lean implementation are reviewed. The outcome is very encouraging:
- Significant reduction of the process lead times of 20% to 50%;
- Freed-up time (less effort) due to the elimination of waste;
- Redeployment of the freed-up time for high value added tasks;
- Improved quality, accuracy of reporting and higher operational efficiency.
‘Soft-side’ improvements have been met such as:
- Improved communication and alignment between departments;
- Better understanding of the contribution their work makes to the overall value stream;
- Improved cross-functional team building through activities during Lean training and workshops;
- More consistent problem-solving mindset (seeing waste, finding root causes, continuous improvement);
- Significant improvements in motivation and morale.
Topic
Citation
Garcia, P. and Paparelli, S., "Implementation of Lean Transactional in Tenneco's Ride Performance Europe Division - Review after Three Years of Implementation," SAE Technical Paper 2014-01-0769, 2014, https://doi.org/10.4271/2014-01-0769.Also In
References
- Garcia , P. , Younie , D. , and Fornos , J. Implementation of Lean Transactional at Tenneco Europe, Applications in Finance SAE Technical Paper 2012-01-0517 2012 10.4271/2012-01-0517
- Garcia PhD , P. , Drogosz , J. PhD , and Younie , D. Implementation of Lean Transactional at Tenneco Europe SAE Technical Paper 2011-01-1255 2011 10.4271/2011-01-1255
- Garcia , P. and Drogosz , J. Lean Engineering - Best Practice in the Automotive Industry SAE Technical Paper 2007-01-0532 2007 10.4271/2007-01-0532
- Garcia Patrick (Tenneco GmbH); Drogosz John Dr. (Optiprise, USA) Schlanke F + E - Von der Strategie bis zum Einzelprojekt 3rd Lean Management Summit 2006
- Garcia , P. , Wiemeler , D. , and Drogosz , J. Tenneco's Lean Engineering Journey SAE Technical Paper 2008-01-1129 2008 10.4271/2008-01-1129
- Garcia , P. and Drogosz , J. Lean Engineering Center SAE Technical Paper 2009-01-0889 2009 10.4271/2009-01-0889
- Garcia , P. , Brand , J. , and Drogosz , J. Lean Engineering Center at Rybnik - Status after 2 Years - Part 1 SAE Technical Paper 2010-01-0679 2010 10.4271/2010-01-0679
- Garcia , P. , Brand , J. , and Drogosz , J. Lean Engineering Center at Rybnik: Status After 2 Years - Part 2 SAE Technical Paper 2010-01-0678 2010 10.4271/2010-01-0678
- Womack & Jones Lean Thinking 2003
- Jeffrey K. Liker The Toyota Way New York 2004
- Morgan James , Liker Jeffrey K. The Toyota Product Development System New York 2006
- Rother Mike Toyota Kata New York 2010
- Garcia , P. Methodology Improvement for Lean Transactional SAE Technical Paper 2013-01-1327 2013 10.4271/2013-01-1327
- Garcia , P. and Orta , E. How to Spread the Lean Mindset in an Effective Way Using Change Agents in Sales and Engineering and Finance at Tenneco SAE Technical Paper 2013-01-1326 2013 10.4271/2013-01-1326
- Garcia , P. and Fries , W. Implementation of Lean in Human Resources SAE Technical Paper 2013-01-1332 2013 10.4271/2013-01-1332
- Tenneco internal documents
- Liker Jeffrey K. , Franz James K. The Toyota way to Continuous Improvement New York 2011
- Adler Paul S. Building Better Bureaucracy Academy of Management Executive 13 4 November 1999 36 47