Flexible Manufacturing Directs Production of Jeep(R) Compass and Improves Plant Productivity
16 Juin 2006 - 7:01AM
PR Newswire (US)
* Jeep(R) Compass, Jeep Patriot and Dodge Caliber built on one
fully flexible assembly line * Sequencing center improves process,
reduces costs * Multiple changes support manufacturing plant
flexibility AUBURN HILLS, Mich., June 16 /PRNewswire-FirstCall/ --
Just four months after employees at Belvidere (Ill.) Assembly began
building the Dodge Caliber in January of 2006, they started
building the all-new 2007 Jeep(R) Compass. With that, the Chrysler
Group began realizing the benefits of a completely new
manufacturing process that allows three to four vehicle models to
be built on a single production line. A third shift of production
at Belvidere begins in July. Production of the 2007 Jeep Patriot
begins this fall. "We are now starting to see the results of the
new flexible manufacturing process that we believe is a competitive
advantage for the Chrysler Group," said Frank Ewasyshyn, Executive
Vice President - Manufacturing. "Building three models out of an
investment that used to produce one vehicle is clearly a benefit
for us. Thanks to Belvidere's ability to build multiple models off
one assembly line, we expect Compass production to cost only 15
percent of the initial investment we made in the plant to build
Dodge Caliber." At the core of the new manufacturing process is a
body shop comprised of robotics instead of the dedicated tooling
that was previously used. Only the robots' end affecters, or
"hands," need to change in order to build different models. That
tool change is done automatically, within the time it takes to
cycle from one vehicle to the next. In addition, the Belvidere
plant is flexible enough to vary the production mix between three
products anywhere from 0 to 100 percent of each model. "Just as the
Compass will only cost a small portion of the amount invested for
Caliber, the benefit will be the same when the Jeep Patriot begins
to roll off the line later this year," said Ewasyshyn. "And years
from now, a model refresh to any of these three products also will
cost a small percentage of the original investment." Changes Taking
Place Many changes are taking place within the Chrysler Group
manufacturing process to accommodate the multiple models. For
example, new ways to make the additional required stamping dies are
saving the company up to 60 percent on the cost of dies. New
methods of material flow are being implemented to manage the
complexity of three models being built on one line. Another example
of innovation at the upgraded Belvidere Assembly Plant is its
inbound parts sequencing center, which manages more than 1,797
different parts that are used in the Jeep Compass and Dodge Caliber
build process. In addition to sequencing, this center provides
parts metering, kitting and container management to the Belvidere
Assembly Plant and delivers complete subassemblies just-in-time to
the manufacturing floor. These pre-assembled modules reduce the
number of components required to assemble the Jeep Compass and
Dodge Caliber, improving quality, productivity and worker
ergonomics. A tunnel connects the 500,000 square-foot sequencing
center to the Belvidere Assembly Plant. This facility, operated by
TDS/US -- one of Chrysler Group's largest minority-owned suppliers
-- represents the highest level of integration within a Chrysler
Group plant. TDS/US organizes parts, puts them in "kits" for
individual work stations and delivers them to the end of a
connecting tunnel for Belvidere employees to transport to the
manufacturing floor. This process maintains in-plant stocks at
optimal levels, minimizes delivery time and reduces costs an
estimated 12 percent a year compared with the previous process. By
carefully managing the material flow at the plant, the sequencing
center helps workers focus on manufacturing quality and allows
Belvidere to remain one of the most efficient manufacturing
examples in the Chrysler Group family. A new workplace
organizational model is increasing the flexibility of the Belvidere
workforce, while fostering greater creativity and innovation from
plant employees. This model is being implemented throughout
Chrysler Group's Manufacturing organization. In addition to
extensive training, the new workplace model lets employees design
their own work stations. These changes provide a better work
environment for employees and give increased support to assembly
line team members. "Belvidere Assembly is running on all
cylinders," said Kurt Kavajecz, Plant Manager - Belvidere Assembly
Plant. "In the first half of 2006, we added a second shift and
started production of the Jeep Compass and Dodge Caliber. In
addition, we're getting ready to launch the Jeep Patriot in a few
months. Our new workplace organization model, in which employees
work in small teams, has fostered greater creativity and innovation
on the plant floor and made for a very smooth process." The 3.7
million square-foot Belvidere Assembly Plant employs approximately
2,650 people on two shifts. Union members are represented by United
Auto Workers' Union Locals 1268 and 1761. The plant began
production of the Plymouth Fury and Dodge Monaco in 1965. The
Chrysler Group will implement its flexible manufacturing process in
its Sterling Heights (Mich.) and St. Louis South (Fenton, Mo.)
assembly plants next. DATASOURCE: Chrysler Group CONTACT: Kristin
Starnes, +1-248-512-0889, , or David Barnas, +1-248-512-2670, ,
both of Chrysler Group Web site:
http://www.media.daimlerchrysler.com/
http://www.daimlerchrysler.com/
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