Chrysler Group Manufacturing Productivity Gains Continue, According to Harbour Report
02 Juin 2005 - 6:00PM
PR Newswire (US)
Chrysler Group Manufacturing Productivity Gains Continue, According
to Harbour Report -- Company posts 19 percent improvement over
three years -- Five Chrysler Group Plants top their segment --
Transmission manufacturing is industry benchmark -- Strategy for
continued improvement is in place AUBURN HILLS, Mich., June 2
/PRNewswire-FirstCall/ -- The Chrysler Group has improved its
overall manufacturing productivity by an industry-leading 19
percent over the last three years, according to the Harbour Report
North America 2005. The company improved its overall hours per
vehicle (HPV) time by 4.2 percent to 35.85, tied for second most
improved. The annual Harbour Report is a broadly accepted measure
of productivity in the automotive industry. Nearly all major
manufacturers participate in the survey. According to Ron Harbour,
President -- Harbour Consulting, Chrysler Group's manufacturing
productivity is supported by improvements throughout the company.
"Unlike past recoveries, the Chrysler Group's new products are
supported by some dramatic quality and productivity improvements at
the plant level, linked to unprecedented involvement of the design,
engineering and purchasing organizations," said Harbour. Among the
highlights for the Chrysler Group, transmission productivity is the
best in the industry and the Company's engine productivity was most
improved. Company plants were also the leader in five segments.
During the survey period, the Chrysler Group launched nine new
vehicles, the most in any one year in its history. Frank Ewasyshyn
has led Chrysler Group's Manufacturing efforts as Executive Vice
President for the last year. Tom LaSorda, now Chrysler Group's
Chief Operating Officer, was the head of manufacturing operations
for the two prior years. "Our employees have done a great job, but
we know that we must continue to improve in order to be
competitive," said Ewasyshyn. "Being number one in transmission
productivity is a great example of our success. We will continue
applying best practices across all of our plants to build on the
initiatives that have led to this level of improvement over the
last three years." "Working together with employees, we have made
significant improvements in all our plants, and this report
confirms that," said Nate Gooden, Vice President of the UAW's
DaimlerChrysler Division and member of the DaimlerChrysler
Supervisory Board. "We have to continue our efforts to achieve
benchmark levels to ensure long-term success." Five Chrysler Group
plants scored at the top of their segment. They are: -- Sub-compact
car Belvidere, (Ill.) Assembly Plant -- Minivan St. Louis South
Assembly Plant -- Front-wheel drive transmission Kokomo (Ind.)
Transmission Plant -- Rear-wheel drive transmission Kokomo (Ind.)
Transmission Plant -- 8-Cylinder OHV engine (Hemi) Saltillo
(Mexico) Engine Plant Powertrain The Chrysler Group transmission
productivity improved 4.6 percent -- to 3.86 hours per
transmission, the industry benchmark. And the Company's engine
productivity was the most improved in the industry at 9.5 percent,
to 3.99 hours per engine. Assembly For the first time, a Chrysler
Group assembly plant scored in the top 10 overall. Belvidere
Assembly placed seventh at 18.7 HPV. Also in assembly, all 10 (of
13 total) assembly plants that were not in product changeover
improved in HPV. Stamping Chrysler also demonstrated expertise in
stamping operations. Belvidere (Ill.) and Toluca (Mexico) were
among the top 10 stamping plants. Further, Sterling (Sterling
Heights, Mich.) Stamping had the lowest average die changeover time
in the major progressive press segment, and Toluca Stamping was
tied for first in lowest average die changeover time in the
transfer press segment. The Company is employing a number of
initiatives intended to continue improving manufacturing excellence
in the future. Among them are increased support of assembly
employees, continued employee training and new workplace practices
that are designed to foster greater creativity and innovation among
employees on the plant floor. The company will also redesign
material handling operations and employee work-stations, and will
continue to invest in plants. The Harbour Report is one of several
measures the Chrysler Group uses to measure its manufacturing
operations. Other areas that are tracked by the company include
safety, quality, delivery, and cost, all of which contribute to
manufacturing performance. DATASOURCE: Chrysler Group CONTACT:
Edward Saenz, +1-248-512-2674, or David Elshoff, +1-248-512-2690, ,
both of Chrysler Group Web site:
http://www.media.daimlerchrysler.com/
http://www.daimlerchrysler.com/
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