TG%20Fluid%20Systems,%20USA%20Corporation%20AME%20Annual%20Conference,%202010

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TG Fluid Systems, USA CorporationAME Annual
Conference, 2010

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Who is Toyoda Gosei?

• 25,000 Employees
• Four Business Units
• Int/Ext, Body Sealing, Safety Systems
  Functional
• 6 Billion Sales
• 16 Countries
• 45 Facilities
• North America, 9 Manufacturing Divisions

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Introduction to TGFSUS

• 1996 Started Production as Eagle-Picher Fluid
  Systems.
• Manufacturing Location Green Oak Township,
  Michigan
• Sales and Engineering Green Oak Township,
  Michigan
• 2000 Toyoda Gosei Acquired Eagle-Picher Fluid
  Systems
• 2000 Changed name to TG Fluid Systems USA
  Corporation
• 2004 Moved operation to Advance Street, Brighton

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TG Fluid Systems, Summary

• Plant Floor Space 56,000 Sq. Ft.
• Warehouse 20,000 Sq. Ft.
• Office Space 14,000 Sq. Ft.
• Team Members 215
• Hourly 173
• Salary 42

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TGFSUS Ownership

• Subsidiary of Toyoda Gosei North America
• Directors of TGFSUS
• Hiromi Ikehata (Chairman)
• Scott Maly
• Toyoda Gosei North America- subsidiary of Toyoda
  Gosei Company Ltd

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What is our Purpose?

• Rapidly respond to the needs of Fuel Tank
  manufactures.
• Requires
• Product Technology
• Design Support
• Competitive Cost
• Rapid Response

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The Tank System We Support

• Fuel Feed and Return
• Fuel Fill
• Canister Vent Systems
• Recirculation
• Fresh Air
• Running Loss
• Vent Line

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Vision, Values and Mission

• Vision
• Through superior support to our customers, our
  customers advocate TGFSUS.
• Values
• Focus for growth Innovative solutions Passion
  to deliver Enthusiastic leadership Trustworthy
  and Loyal
• Mission Statement
• To provide globally innovative, dependable
  solutions that customer's value.
•  

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Fuel System Market, Tank Only
12M SAAR
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Customer Base 2010
11
Revenue

Forecasted
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TGFS Manufacturing System

• Hoshin Kanri- Business Planning
• Vision, Values, Mission and Goals
• Key Initiatives
• Key Operating Indicators that support goals- 32
• Daily, weekly and monthly review
• Heijunka- Level manufacturing system
• Kan Ban extrusion, assembly and shopping
• Root Cause and Countermeasures- 5 Why,
• Poka-yoke, Yoketen, 5S/2S1Y
• Build and enforce culture- Culture Fit PMT
• Consistent Communication

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Strength, Standard and Stable

• Key Operating Indicators
• Support the Business Plan
• Managers
• Team Leaders
• Drive Standardize and Stabilize
• Data Driven
• Root Cause and Countermeasures
• Drive accountability

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32 Key Operating Indicators
Review RC CM Weekly with mgrs
Review RC CM Weekly with mgrs
No Review RC CM Weekly with mgrs
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Strength, Process Improvement

• Tube Forming
• Fully Manual to Fully automated
• 5 phases
• Active interaction with machine tool builder
• ROI 5-9 months
• Reduces repetitive motion injuries by 80
• Banned
• Cant
• Hope

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Tube Forming Technology
B1
Oven
(-)Ergo, (-)Quality, (-)Efficiency
(-)Efficiency and (-)tooling cost
(-)Efficiency
(-)Floor space, () Efficiency, ()Quality
B2
B3
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Forming Variation
Many tools, many people, few controls
Oven
2-4 tools, 1 person, few controls
B2
1 tool, no people, many controls
B3
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Sales Vol.
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Improvement Opportunity

• Business Plan
• Does not Include all Stake Holders
• Lacks SWOT, PEST (political, economic, social,
  technical)
• 12 month horizon
• Slow to react to market and culture trends
• Does not fully engage the team
• Lacks prioritization for the Team

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Hoshin Kanri, 2009
1. Objectives 2. Dept KPI or KOI 3. Annual plan-
April thru March 4. Recommend 2 Job Schedule or
13 week plan to provide evidence of Activities
That Drive Results
1. Weekly tracking 2. Ensure rhythmic work 3.
Activities should drive results-

Activities That drive Sustainable Results
Idea Formation
Objective Method Form
1. Reflection for current year per Policy
Item 2. 5 Why drives this document 3. This is a
key supporting document to Roles and
Responsibilities and Policy Idea Sheet
Policy Idea Sheet
Reflection, Standardization
1. Role and Responsibilities of department and
impact on the Company policy 2. Sate current
state and target for the next four years.
Consider department priorities when setting
target 3. Consider action to sustain 4 and 5 at
that level
Roles and Responsibilities
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Improvement Opportunities

• Business Plan Process
• Hoshin Kanri to Hybrid..One Page Plan
• Hoshin
• One Page Plan
• Good to Great
• Interactive with manager conscientious
• Stake Holders
• 3-5 year Thrust, Business and Culture
• 18 month plan
• Focus Initiatives
• 90 Business review, re-budget

1PP
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One Page Plan, 2011
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Questions