The document outlines Precision Auto Body's continuous production model using a four color-coded zone process. Vehicles move through the Red, Orange, Green, and Purple zones, with goals for each zone that must be met before advancing. The Red zone handles major repairs. The Orange zone prepares vehicles for paint within 3 hours. The Green zone includes painting, reassembly, and detailing. Finally, the Purple zone provides customer delivery after a final inspection. The goals are to move one vehicle between zones every 60-90 minutes with high quality and no remaining issues.
Kiran has over 7 years of experience in the automotive industry, currently working as a Program/Project Quality Leader at Faurecia Emissions Control Technologies. He has previously worked at Fleetguard Filters and Mann-Hummel Bosch Filters in quality roles. At his current role, he is responsible for developmental activities like preparing inspection standards, quality plans, and conducting trials to ensure product quality for Toyota projects. He has a BE in Mechanical Engineering and is proficient with CAD software, SAP, MS Office, and computer hardware.
Prasad Chandrakumar Patil is seeking a challenging position in testing or research and development with an automotive or manufacturing company based in India. He has over 4 years of experience in testing, new project development, and R&D at Tata Motors, where he currently serves as an Assistant Manager. Some of his responsibilities include conducting quality inspections, testing new engines, analyzing field complaints, ensuring adherence to quality standards, and coordinating with internal departments. He has a Bachelor's degree in Mechanical Engineering and is proficient in various testing, analytical, and problem-solving skills relevant to automotive R&D roles.
The document provides information about four horror genre films: Wrong Turn (2003), Eden Lake (2008), Scream (1996), and their trailers. It summarizes the plots, directors, stars, ratings, and analyzes the audio, visual, narrative, action and technical codes used in each film trailer to build suspense and tension for the audience.
This document provides information about four horror genre films: Wrong Turn (2003), Eden Lake (2008), Scream (1996), and their trailers. It summarizes the plots, directors, stars, ratings, and analyzes the audio, visual, narrative, action and technical codes used in each trailer to build suspense and tension for the audience.
This document provides an overview of an in-plant training at TNSTC RC-unit. It describes the various sections at the facility where vehicles are serviced, such as the engine, front/rear axle, gearbox, and fuel injection sections. It explains how a vehicle is serviced, from initial reporting of issues through repair, testing, and approval for dispatch. Performance metrics for TNSTC-Madurai division from 2010-2016 are presented. Finally, employee numbers are provided, with over 15,000 total staff including drivers, conductors, technicians, and administrators.
Body Shop Process Overview - Qualifying Repairs, Estimate,: Disassembly & blueprinting of vehicle,Repair Approval,: Parts ordered Received & Mirror Matched,Schedule Production and Basic job class break down, For more details contact Randy Ferrese
The document discusses various automotive service positions including their required training and technical skills. A service technician can work in dealerships, independent shops, mass merchandiser chains, or specialty shops. The service manager oversees other technicians and ensures customer satisfaction by proper training and following factory procedures. Technician roles include lube techs, service advisors, and those preparing new vehicles for delivery. Work orders document repairs and are important legal documents.
The document discusses various automotive service positions including their required training and technical skills. A service technician can work in dealerships, independent shops, mass merchandiser chains, or specialty shops. The service manager oversees other technicians and ensures customer satisfaction by proper training and following factory procedures. Technician roles include lube techs, service advisors, and those preparing new vehicles for delivery. Work orders document repairs and are important legal records.
Looking for Darwin panel beater, smash repairs Darwin, panel beaters Darwin and car panel repair visit us at fair-trade-autos.com. visit: https://fair-trade-autos.com/
This document discusses improvements made to the body and paint shop of Imperial Honda dealership. It notes issues like slow repair times, lack of KPI tracking, and low customer satisfaction previously. A plan was implemented to conduct audits, introduce SMART repairs for minor damages, provide training, optimize processes and track metrics. Results included faster repairs, lower costs, increased revenue and profits, higher customer retention and improving the dealership's ranking.
The internship involved hands-on training and observation at the Jaguar Land Rover Service Station in Chennai over the course of a month. The document discusses the operational procedures of the service station, including receiving vehicles, inspection, repair work, and returning vehicles to customers. It also describes common vehicle issues like those with the air conditioning system, and repair processes like refrigerant recharging. The internship provided valuable practical learning experience about vehicle functioning and repair work.
Neeraj Karmarkar completed a 2-month internship at Mercedes Benz India's paint shop department. During the internship, he learned about the various stages of the painting process, studied the company's control systems, and completed 5 technical projects. This included designing a fixture, simulating oven curves, analyzing air leakage, examining defects, and creating an induction presentation. The internship provided valuable exposure to Mercedes Benz's production operations and processes.
1. Sunder Engineering Complex was acquired by Daewoo Pakistan Ltd in 2010 and serves as the head office for Daewoo's workshop sites.
2. The workshop performs maintenance including mechanical and body work on Daewoo buses.
3. It has various departments like mechanical, body and paint, and quality assurance that work on maintenance, repair, and quality control of buses.
This report summarizes Bhupendra Singh Purbiiya's six-week industrial training at Champion Cars, a Maruti Suzuki authorized workshop in Bhilwara, Rajasthan. The report describes the various departments in the workshop, including the service shop, washing area, and the types of services performed. It provides details on procedures for common repairs like oil, air filter, and brake pad replacement. The training helped Bhupendra gain practical knowledge of defect identification and repair techniques. He concluded the experience increased his interest in automotive engineering.
This document provides an overview of Avinish Kumar Jain's internship presentation at Renault Nissan Automotive India Private Limited (RNAIPL). The objectives of the internship were to get exposed to the organization's functions, structures, and operations, and to learn about various manufacturing and managerial concepts, tools, and techniques applied in the automotive industry. The presentation describes RNAIPL's manufacturing process, from stamping body parts to painting and assembling the final vehicle. It summarizes the key stages in body shop, paint shop, and plastic molding operations to manufacture vehicles like the Nissan Micra.
Auto Assembly Plant Layout Cathy Walker 2010 3 15Cathy Walker
油
The document summarizes the auto assembly process from beginning to end. Key steps include stamping metal parts, assembling the chassis, building the body on a separate line, welding the body, painting and installing the interior, and mating the body to the chassis. Advanced robots now perform many tasks like applying paint, installing windshields and other components, and fueling vehicles for efficiency and precision. Cars undergo final inspection before shipping.
This document discusses measuring the quality of car maintenance procedures and whether customers should follow manufacturer-recommended service schedules. It outlines common service procedures like checking and changing fluids and filters, inspecting components, and cleaning the vehicle. It also reviews literature on using the SERVQUAL model to measure service quality gaps and research showing engine reliability benefits from periodic oil changes. The conclusion is that following service schedules achieves high customer satisfaction, though continuous improvement is needed in maintenance processes.
The document provides an overview of Mahindra First Choice Services, which is part of Mahindra & Mahindra's aftermarket sector. It discusses the foundation and business units of Mahindra, as well as details about Mahindra First Choice Services workshops. The workshop operates in cycles, providing services such as engine repair, brake repair, steering/suspension work, air conditioning, wheel balancing, denting/painting, and car grooming. It describes the process a vehicle goes through from entry to exit and highlights the various engine and vehicle services performed.
This document contains biographical and professional information about Mohammad Shazly Ahmed. It includes his name, specialization in automobile and tractors engineering from Helwan University in 1989, marital status as married with 3 children, nationality as Egyptian, and current residence in Riyadh, Saudi Arabia. It also provides details of his professional experience managing workshops and maintenance for various companies in Saudi Arabia and Egypt from 1994 to the present.
Rajesh B Wankhade has over 28 years of experience in production and maintenance operations. He has held roles such as Senior Manager overseeing painting, assembly, and fuel tank operations with a team of over 300 people. He is skilled in areas like strategic planning, process optimization, and project execution. In his career, he has introduced new models, minimized defects and costs, improved productivity through kaizen projects, and enhanced safety. He holds a B.E. in Mechanical Engineering and a diploma in Business Management.
The document summarizes a business model for an automotive company called Voiture in India. It outlines Voiture's objectives to provide high quality, low cost vehicles to customers. It describes Voiture's product range including hatchbacks and sedans. The document also discusses Voiture's operations strategy of just-in-time manufacturing and site selection along the Mumbai-Pune highway. It concludes by noting India's growing automotive sector and population to support consumer demand.
Lake Elsinore Body Shop is a full service auto body repair facility located in Lake Elsinore, CA. The shop is open Monday through Friday from 8am to 5pm and Saturday by appointment. The shop has 14 working bays and over 8,100 square feet of space for repair, refinishing, parts, and storage. Services include estimates, claims processing, and vehicle transportation. The shop guarantees lifetime warranties on collision repairs and refinishing.
Gar E. Cooley has over 25 years of experience in robotic paint processes and automation. He has extensive experience installing, programming, and optimizing automated paint systems. Cooley specializes in process development, validation, and maintenance to achieve process goals and quality standards. He has worked for various automotive and industrial companies, most recently as a Senior Manufacturing Engineer at Harley-Davidson where he led various process improvement projects.
This document summarizes an automated parking system called the Auto-Park System provided by JGT Auto Parking Sdn Bhd. It is a fully automated parking solution that saves space compared to conventional parking structures. It uses electric motors and conveyor systems to store vehicles efficiently without engines running, reducing noise and emissions. The system offers benefits like being environmentally friendly, safe, secure, space-saving, portable, low maintenance and modular. It also guarantees high performance levels and aims to provide a reliable and cost-effective parking solution for applications like vehicle storage, residential and commercial developments, valet parking and public parking.
1) Toyota Kirloskar Motor Private Limited (TKM) is an Indian joint venture between Toyota Motor Corporation and Kirloskar Group established in 1997 to manufacture and sell Toyota vehicles in India.
2) TKM's manufacturing plant is spread across 432 acres in Bidadi, Karnataka with a total annual production capacity of 310,000 vehicles between two plants.
3) The plant has various departments including press shop, weld shop, paint shop, assembly shop, and final inspection that work together in the vehicle manufacturing process.
Autoassemblyplantlayout and ohs cathywalker-2011.5.28 2003 power pointCathy Walker
油
The document summarizes the auto assembly process from stamping parts to final inspection. Key steps include stamping sheet metal, assembling the chassis, welding the body panels, painting the body, installing interior components, and mating the body to the chassis. It notes that many tasks are now performed by robots due to their precision and ability to reduce ergonomic risks to workers. The document also discusses some health and safety issues auto workers face such as repetitive strain injuries from the fast pace of work and how regulations and unions have helped address these problems.
Car Ustad provides car engine repair services in Gurgaon. They use modern diagnostic machines to scan engines and identify issues. Minor problems or serious faults can be detected. Regular maintenance like checking engine oil levels and the AC system is recommended. Car Ustad technicians are trained to repair specific models and can accurately diagnose problems based on their experience. When selecting a repair shop, it is important to choose one that has experience working on your car model, certified mechanics, and good reviews. Car Ustad offers convenient service, skilled technicians, and aims to complete repairs correctly the first time.
Randy Ferrese Collision CenterTraining Consultant RANDY FERRESE
油
On the following pages you will find a detailed description of a strategy or what can be a simple system designed around lean Manufacturing for the Collision Repair Center. Fact finding, blueprinting and using visual controls play a huge role in the form of communication .
This document provides guidance on how to conduct a SWOT analysis. It defines each element of a SWOT analysis: strengths as internal resources or capabilities that provide an advantage; weaknesses as internal limitations; opportunities as external forces that could provide an advantage if exploited; and threats as external forces that could inhibit advantages. It recommends being realistic and specific in identifying each element, comparing to competitors, and keeping the analysis short. The guidance outlines a three step process: 1) list strengths, weaknesses, opportunities, and threats; 2) clarify the ideas through discussion; 3) create an action plan to address each area.
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Looking for Darwin panel beater, smash repairs Darwin, panel beaters Darwin and car panel repair visit us at fair-trade-autos.com. visit: https://fair-trade-autos.com/
This document discusses improvements made to the body and paint shop of Imperial Honda dealership. It notes issues like slow repair times, lack of KPI tracking, and low customer satisfaction previously. A plan was implemented to conduct audits, introduce SMART repairs for minor damages, provide training, optimize processes and track metrics. Results included faster repairs, lower costs, increased revenue and profits, higher customer retention and improving the dealership's ranking.
The internship involved hands-on training and observation at the Jaguar Land Rover Service Station in Chennai over the course of a month. The document discusses the operational procedures of the service station, including receiving vehicles, inspection, repair work, and returning vehicles to customers. It also describes common vehicle issues like those with the air conditioning system, and repair processes like refrigerant recharging. The internship provided valuable practical learning experience about vehicle functioning and repair work.
Neeraj Karmarkar completed a 2-month internship at Mercedes Benz India's paint shop department. During the internship, he learned about the various stages of the painting process, studied the company's control systems, and completed 5 technical projects. This included designing a fixture, simulating oven curves, analyzing air leakage, examining defects, and creating an induction presentation. The internship provided valuable exposure to Mercedes Benz's production operations and processes.
1. Sunder Engineering Complex was acquired by Daewoo Pakistan Ltd in 2010 and serves as the head office for Daewoo's workshop sites.
2. The workshop performs maintenance including mechanical and body work on Daewoo buses.
3. It has various departments like mechanical, body and paint, and quality assurance that work on maintenance, repair, and quality control of buses.
This report summarizes Bhupendra Singh Purbiiya's six-week industrial training at Champion Cars, a Maruti Suzuki authorized workshop in Bhilwara, Rajasthan. The report describes the various departments in the workshop, including the service shop, washing area, and the types of services performed. It provides details on procedures for common repairs like oil, air filter, and brake pad replacement. The training helped Bhupendra gain practical knowledge of defect identification and repair techniques. He concluded the experience increased his interest in automotive engineering.
This document provides an overview of Avinish Kumar Jain's internship presentation at Renault Nissan Automotive India Private Limited (RNAIPL). The objectives of the internship were to get exposed to the organization's functions, structures, and operations, and to learn about various manufacturing and managerial concepts, tools, and techniques applied in the automotive industry. The presentation describes RNAIPL's manufacturing process, from stamping body parts to painting and assembling the final vehicle. It summarizes the key stages in body shop, paint shop, and plastic molding operations to manufacture vehicles like the Nissan Micra.
Auto Assembly Plant Layout Cathy Walker 2010 3 15Cathy Walker
油
The document summarizes the auto assembly process from beginning to end. Key steps include stamping metal parts, assembling the chassis, building the body on a separate line, welding the body, painting and installing the interior, and mating the body to the chassis. Advanced robots now perform many tasks like applying paint, installing windshields and other components, and fueling vehicles for efficiency and precision. Cars undergo final inspection before shipping.
This document discusses measuring the quality of car maintenance procedures and whether customers should follow manufacturer-recommended service schedules. It outlines common service procedures like checking and changing fluids and filters, inspecting components, and cleaning the vehicle. It also reviews literature on using the SERVQUAL model to measure service quality gaps and research showing engine reliability benefits from periodic oil changes. The conclusion is that following service schedules achieves high customer satisfaction, though continuous improvement is needed in maintenance processes.
The document provides an overview of Mahindra First Choice Services, which is part of Mahindra & Mahindra's aftermarket sector. It discusses the foundation and business units of Mahindra, as well as details about Mahindra First Choice Services workshops. The workshop operates in cycles, providing services such as engine repair, brake repair, steering/suspension work, air conditioning, wheel balancing, denting/painting, and car grooming. It describes the process a vehicle goes through from entry to exit and highlights the various engine and vehicle services performed.
This document contains biographical and professional information about Mohammad Shazly Ahmed. It includes his name, specialization in automobile and tractors engineering from Helwan University in 1989, marital status as married with 3 children, nationality as Egyptian, and current residence in Riyadh, Saudi Arabia. It also provides details of his professional experience managing workshops and maintenance for various companies in Saudi Arabia and Egypt from 1994 to the present.
Rajesh B Wankhade has over 28 years of experience in production and maintenance operations. He has held roles such as Senior Manager overseeing painting, assembly, and fuel tank operations with a team of over 300 people. He is skilled in areas like strategic planning, process optimization, and project execution. In his career, he has introduced new models, minimized defects and costs, improved productivity through kaizen projects, and enhanced safety. He holds a B.E. in Mechanical Engineering and a diploma in Business Management.
The document summarizes a business model for an automotive company called Voiture in India. It outlines Voiture's objectives to provide high quality, low cost vehicles to customers. It describes Voiture's product range including hatchbacks and sedans. The document also discusses Voiture's operations strategy of just-in-time manufacturing and site selection along the Mumbai-Pune highway. It concludes by noting India's growing automotive sector and population to support consumer demand.
Lake Elsinore Body Shop is a full service auto body repair facility located in Lake Elsinore, CA. The shop is open Monday through Friday from 8am to 5pm and Saturday by appointment. The shop has 14 working bays and over 8,100 square feet of space for repair, refinishing, parts, and storage. Services include estimates, claims processing, and vehicle transportation. The shop guarantees lifetime warranties on collision repairs and refinishing.
Gar E. Cooley has over 25 years of experience in robotic paint processes and automation. He has extensive experience installing, programming, and optimizing automated paint systems. Cooley specializes in process development, validation, and maintenance to achieve process goals and quality standards. He has worked for various automotive and industrial companies, most recently as a Senior Manufacturing Engineer at Harley-Davidson where he led various process improvement projects.
This document summarizes an automated parking system called the Auto-Park System provided by JGT Auto Parking Sdn Bhd. It is a fully automated parking solution that saves space compared to conventional parking structures. It uses electric motors and conveyor systems to store vehicles efficiently without engines running, reducing noise and emissions. The system offers benefits like being environmentally friendly, safe, secure, space-saving, portable, low maintenance and modular. It also guarantees high performance levels and aims to provide a reliable and cost-effective parking solution for applications like vehicle storage, residential and commercial developments, valet parking and public parking.
1) Toyota Kirloskar Motor Private Limited (TKM) is an Indian joint venture between Toyota Motor Corporation and Kirloskar Group established in 1997 to manufacture and sell Toyota vehicles in India.
2) TKM's manufacturing plant is spread across 432 acres in Bidadi, Karnataka with a total annual production capacity of 310,000 vehicles between two plants.
3) The plant has various departments including press shop, weld shop, paint shop, assembly shop, and final inspection that work together in the vehicle manufacturing process.
Autoassemblyplantlayout and ohs cathywalker-2011.5.28 2003 power pointCathy Walker
油
The document summarizes the auto assembly process from stamping parts to final inspection. Key steps include stamping sheet metal, assembling the chassis, welding the body panels, painting the body, installing interior components, and mating the body to the chassis. It notes that many tasks are now performed by robots due to their precision and ability to reduce ergonomic risks to workers. The document also discusses some health and safety issues auto workers face such as repetitive strain injuries from the fast pace of work and how regulations and unions have helped address these problems.
Car Ustad provides car engine repair services in Gurgaon. They use modern diagnostic machines to scan engines and identify issues. Minor problems or serious faults can be detected. Regular maintenance like checking engine oil levels and the AC system is recommended. Car Ustad technicians are trained to repair specific models and can accurately diagnose problems based on their experience. When selecting a repair shop, it is important to choose one that has experience working on your car model, certified mechanics, and good reviews. Car Ustad offers convenient service, skilled technicians, and aims to complete repairs correctly the first time.
Randy Ferrese Collision CenterTraining Consultant RANDY FERRESE
油
On the following pages you will find a detailed description of a strategy or what can be a simple system designed around lean Manufacturing for the Collision Repair Center. Fact finding, blueprinting and using visual controls play a huge role in the form of communication .
This document provides guidance on how to conduct a SWOT analysis. It defines each element of a SWOT analysis: strengths as internal resources or capabilities that provide an advantage; weaknesses as internal limitations; opportunities as external forces that could provide an advantage if exploited; and threats as external forces that could inhibit advantages. It recommends being realistic and specific in identifying each element, comparing to competitors, and keeping the analysis short. The guidance outlines a three step process: 1) list strengths, weaknesses, opportunities, and threats; 2) clarify the ideas through discussion; 3) create an action plan to address each area.
This document discusses the Drum-Buffer-Rope methodology for managing systematic production. It defines the drum as the rate-limiting step, which beats out the maximum production rate for the system. All work-in-process between the gate and drum makes up the drum buffer. Replenishment buffer management is key to controlling work entering the system through the gate. The shipping buffer consists of work after the drum until final inspection and shipment. Implementing this approach can help optimize capacity and throughput.
What you will need to set up disassembly triageRANDY FERRESE
油
The document lists the equipment needed to set up a disassembly triage work station for auto body repair, including a team production scheduling board, digital camera, computer with dual monitors, parts cart, pan system, markers, scan tool, two post lift, tire machine, AC machine, bins, mobile tool cart, air hose reel, drop light, glass removal tool, collision wrap, drain pan, mop and bucket, and methods to measure and validate damage. It emphasizes the importance of training estimators and technicians, having knowledgeable parts managers, documenting damage, and ensuring well-organized disassembly.
How to use the booth cycle production boardRANDY FERRESE
油
The document provides instructions for using a production board to help a body shop team meet labor goals. It explains how to:
1) Set daily goals by calculating the hours two technicians can complete at 200% efficiency (32 hours).
2) Determine weekly goals by multiplying the daily goal by 5 days (160 hours).
3) Calculate monthly goals by multiplying the daily goal by 21 work days (672 hours).
4) Use magnets on the board to forecast the order jobs will be processed and track progress toward goals.
This document discusses department scheduling in a repair shop. It explains that department scheduling allows splitting labor hours across departments over multiple days based on percentage allocations. An example is provided where 10 refinish hours are split with 70% (7 hours) going to the paint prep department over several days and 30% (3 hours) to the refinish department. The document demonstrates how to access and print department scheduling reports in the software.
The document provides step-by-step instructions for setting up an Eye-Fi card to wirelessly transfer photos from a camera to a computer. It details installing the Eye-Fi Center software, creating an account, connecting to a wireless network, and selecting a watched folder for photos to upload to on the computer. Once configured, testing the camera will cause the photos to wirelessly sync and load to the computer.
The document provides step-by-step instructions for setting up an Eye-Fi card to wirelessly transfer photos from a camera to a computer. It details installing the Eye-Fi Center software, creating an account, connecting to a wireless network, and selecting a watched folder for the photos to transfer to. Once set up is complete, photos taken with the camera will automatically load and sync to the computer.
The document provides step-by-step instructions for setting up an Eye-Fi card to wirelessly transfer photos from a camera to a computer. It details installing the Eye-Fi Center software, creating an account, connecting to a wireless network, and selecting a watched folder for uploaded photos and videos to be saved.
The document provides instructions for exporting customer, payment, and repair order data from a Summit system and importing it into QuickBooks accounting software. It explains that exporting places the data in a holding area, while importing brings it into QuickBooks. The steps include selecting the appropriate files and records in each system and using the import/export functions to transfer the necessary accounting information between the two programs.
The document provides instructions for exporting customer, payment, and repair order data from a Summit accounting system and importing it into QuickBooks. It explains that exporting places the data in a holding area, while importing brings it into the target software. The steps include selecting the appropriate files and records in each system and using the import/export functions to transfer the necessary accounting information between Summit and QuickBooks. It recommends periodically comparing reports from both systems to ensure accurate synchronization of data.
The document provides guidelines for parts managers on ordering, receiving, and returning parts. It outlines procedures for tasks like ordering parts from vendors, checking parts upon delivery for damage or errors, issuing credits for incorrect parts, transferring part costs between lines, and scanning invoices. Key steps include selecting parts to order, entering delivery dates, inspecting received parts, issuing credits for damaged parts, and posting vendor invoices by entering invoice numbers and amounts.
Body Shop Creating and Implementing TeamRANDY FERRESE
油
The document discusses setting up a matrix-driven organization for a paint shop by defining key metrics and visual tools. It recommends setting goals, defining tasks and timelines, and creating a vision with measurable metrics for schedule/workload, capacity, takt time and cycle time. Compensation plans should reward star performers using intrinsic and extrinsic motivators. Intrinsic motivators come from within like a sense of accomplishment, while extrinsic ones are external like pay and recognition.
The document discusses several key aspects of building effective teams and becoming an effective team leader, including establishing trust, communicating vision and goals, empowering team members, and problem solving as a team. It emphasizes that changing an organization's culture requires full commitment from leaders, while climate can be adjusted more quickly by how leaders act and what they praise. An effective team leader shares leadership, participates with employees, and relies on the team to resolve problems.
Teams go through four stages of development: pseudo team, potential team, real team, and high-performance team. They also progress through five stages of growth: forming, storming, norming, performing, and adjourning. Key factors that separate teams from groups include well-defined roles and responsibilities, a clear shared identity and purpose, cohesion, use of facilitation to stay on track, and open communication.
This document provides an overview of a training session on the 5S methodology for improving housekeeping and organization. The 5S methodology originated in Japan and consists of five Japanese words: Sort, Set In Order, Shine, Standardize, and Sustain. The training covers the history and benefits of 5S, provides details on each of the 5S steps, and outlines a 5S implementation plan involving getting management support, promotional campaigns, record keeping, training, and evaluation.
This document outlines steps for developing a streamlined vehicle repair production system. It describes conducting a complete "Methodical Breakdown" of the damaged vehicle to create a validated and documented repair plan. This industry-leading process is said to reduce repair time by 60% while improving quality and customer satisfaction by eliminating typical delays experienced in traditional body shops. The document provides information on supplies needed to set up an organized disassembly operations bay and acknowledges the presenter for the training opportunity.
This document discusses the Drum-Buffer-Rope (DBR) approach to managing systematic production. It explains that the drum represents the rate-limiting step in production and dictates the maximum throughput of the system. A replenishment buffer is used to control the flow of work into the system based on the drum's consumption rate. Work-in-process moves through a buffer between the gate and drum and another buffer exists between the drum and shipping gate. Implementing DBR allows for consistent work-in-process levels and improved throughput by tying all elements of production together based on the drum's constraints.
2. COUNTINUOUS PRODUCTION MODEL:a designed process of interconnecting events that allow production to flow freely with predictable consistent results. Everyone must have a clear understanding of our process so the consistent desired predictable result can be achieved.
3. Model Overview# 1 :The production model is broken into four color coded process zones. Everyone must understand that each process zone within our shop shall have goals and tasks that will require completion before the vehicle can move to the next process zone.# 2 :Each step in our process reduces the size of the vehicle to enter the fast track process zone. The repair no matter what the original size of the repair was. Building the vehicle up in the red process zone, with 2 to 3 hours of hands-on repair work, qualifies# 3 :Visual management controls in place will aid the production process so that it can be understood at a glance.# 4:throughout the process there will be four repair verifications within our process, the repair check point will help aid in quality audit and pace the pulling of work from each process department zone.
5. How the Red Process Zone is DesignedTo make this more visible, the areas within the Red Process Zone should be color coded. Red Stripes on the floor.Red color overhead signs with the name of the area.This will make it easier to see and understand what zone the vehicle is in, plus what needs to be completed on the vehicle before it can move to the next colored zone.Red Process Zone
6. How the Red Zone Process WorksThe Red Process Zone works much like a modified traditional body shop.Work in this zone can be anything from body work that will take longer than 3 hours to repair, suspension repair, body panel replacement, frame pulling to structural repair or replacement.Within the Red Process Zone you may work on vehicles that have not received all the parts.Red Process Zone
7. Strategic Disassembly/Repair PlanningBased on what needs to be done to the vehicle and the size of the repair and how much time it will take to complete the repair to a certain point.In Repair Plan Disassembly it will be determined if the vehicle meets the criteria to be placed directly in the Orange Process Zone for repair.Repair Plan Disassembly is very much tied to the Pulling Department.If you have a vehicle that requires pulling and measuring the estimate should not be locked until pulls are made.These pulls should be done the same day where possible.Once the pulls are made, times for conjunctive repairs can now be determined.Damaged welded panels that need to be replaced are removed where possible.Mechanical and Suspension damage identified and diagnosed.Red Process Zone
8. REPAIR PLAN AUDIT IS CONDUCTED THROUGH THE VISUAL MAPPING PROCESS AND ALL ON VEHICLE NOTES ARE APPLIEDReducing the possibility that anything downstream from that point could stop the vehicle from going forward.Repair plan is finalized and all parts ordered.Vehicle is then placed in the Parts Waiting area.Red Process Zone
9. Structural Repair and Building AreaIf no parts are needed to complete the next part of the repair, the vehicle may move to the next Red Process Zone building repair area.Under no circumstances should the vehicle be allowed to move to the Orange Process Zone area without 100% of all the parts received and verified to be the correct parts.If parts are neededonce the parts arrive and are verified correct, the vehicle is moved to the Structural Repair Area in the Red Process Zone.All structural repairs are completed at this timeAll welded on panels are installi.e. Core supports, Aprons, Rail, Quarter PanelsVehicle is re-measured on the floor to verify correctness and printout placed in file and vehicleVehicle is move to Red Process Zone Paint Cut-InRed Process Zone
10. Paint Cut-InAll paint cut-in of the vehicle is complete in this processDoor openingsCore supportAprons and railTrunk openingsOnce all cut-in has been completed the vehicle can be moved to the build area.Red Process Zone
11. BuildAll pre-build takes place at this time, insuring proper fit of parts.All Mechanical buildRadiators and A/C condensersVehicles that come from the Red Process Zone have had all the variables taken out of the repair.The randomness of different size repairs has been reduced to a very predictable size.Special needs have been addressed i.e. air bags, codes cleared, suspension and wheel alignments, all mechanical.The Red Process Zone allows vehicles to move through the balance of the repair process at a very predictable pace.Red Process Zone
12. Goal and Repair Verification AuditPrior to Ready For Production repair verification hand off, the vehicles requires only 2 to 3 hours of hands on repair or parts replacement or less to be complete.Proper operation, fit and gaps of all repaired or replaced areas.All suspension replacement and Wheel Alignment completed.All Mechanical and electrical repairs completed.All structural repairs completed.All paint cut-in completedAir Bag replacement and codes cleared.All repair verification audit met.Red Process Zone
13. TELL ME THE RULES AND I WILL SHOW YOU HOW TO WIN THE GAMERed Process Zone
14. RulesDamage Analysis of all vehiclesComplete disassembly of all damaged areasPaint color variant obtained and Color mixedColor spray outAll Structural Pulling and MeasuringRepair Plan FinalizedAll Parts ordered and receivedAll Structural RepairAll Pre-fit of bolt on partsAll welded-on parts replaced and measurements verifiedProper operation, fit and gaps of all repaired or replaced areasAll vehicle paint cut-inAll damaged parts identified and replacedWheel Alignment completedAll mechanical and electrical repairs including engine R&ICooling and AC systems recharged and checkedDamaged Air Bag and Sensors replaced and codes clearedInterior Build if neededAll Quality Standards metRed Process Zone
15. How the Orange Process Zone is DesignedTo make this more visible, the areas within the Orange Process Zone should be color coded.Orange Stripes on the floor. Orange color overhead signs with the name of the area.This will make it easier to see and understand what zone the vehicle is in, plus what needs to be completed on the vehicle before it can move to the next colored zone.Orange Process Zone
16. How the Orange Process Zone WorksThe Orange Process Zone starts outside in the parking lot, in the area we know as Ready for Production.In order for a vehicle to be in this area, three things must be trueIt will take less than two or three hours of work to prepare the vehicle for Paint and Reassembly.100% of ALL the parts needed have been received and verified.ALL the Goals of the Red Process Zone have been met.Orange Process Zone
17. GoalsDeliver to the Green Process Zone ONE vehicle every 60 to 90 minutes or less.Deliver to the Green Process Zone (Paint) vehicles that meet all Quality standards, free of defects i.e. sandpaper scratches and pinholes.Deliver to the Green Process Zone vehicles requiring only 60 to 90 minutes or less of hands on parts installation in the reassembly area.Verify that any issue that could stop the vehicle from going forward has been addressed and completed.Orange Process Zone
18. Goal and Repair Verification AuditBody repairParts replacementPanel alignment and proper operationMeet all Quality Standards, free of defects i.e. sandpaper scratches and pinholes.Anything that is required to reduce the size of the vehicles to require only 60 to 90 minutes or less of hands on parts installation in the Reassembly area.Verify that no issue could stop the vehicle in Reassembly.Orange Process Zone
19. RulesNo vehicles in this zone without ALL 100% of their parts received and verified.No repairs that will take longer than 3 hours to complete.All quality check points prior to entering the production flow line have been completed, passed and signed off.Only pass to paint quality repairs that wont need rework.Only pass to reassembly vehicles that can be reassembled in less than 90 minutes.Orange Process Zone
20. How the Green Process Zone is DesignedTo make this more visible, the areas within the Green Process Zone should be color coded.Green Stripes on the floor.Green color overhead signs with the name of the area.This will make it easier to see and understand what zone the vehicle is in, plus what needs to be completed on the vehicle before it can move to the next colored zone.Green Process Zone
21. How the Green Process Zone WorksThe Green Process Zone starts in the Paint Buffer.In order for a vehicle to be in this area, three things must be trueItems remaining for Reassembly to install on the vehicle will take less than 90 minutes to install.100% of ALL repairs have been completed and quality has been verified.ALL the Goals of the Orange Process Zone have been met.Green Process Zone
22. GoalsPaint DepartmentPaint to deliver to the Green Process Zone (Reassembly) ONE vehicle every 60 to 90 minutes or less.Deliver to the Green Process Zone (Reassembly) vehicles that meet all Quality Standards, free of defects i.e. color match.Free of needing any correction of any kind.Green Process Zone
23. Re-Assembly DepartmentReassembly to deliver to the Green Process Zone (Detail) ONE vehicle every 60 to 90 minutes or less that has achieved all Quality Standard.All customer needs and concerns addressed and corrected.A vehicle that has passed all quality check points.Detail to deliver to the Purple Process Zone ONE vehicle every 60 to 90 minutes that has been properly cleaned and has passed the Fit and Finish Inspection.GoalsGreen Process Zone
24. GoalsDetail DepartmentAll customer needs and concerns addressed and corrected.A vehicle that has passed all Quality Check Points including the CSR Fit & Finish check.Detail to deliver to the Purple Process Zone ONE vehicle every 60 to 90 minutes that has been properly cleaned.Green Process Zone
25. Goal and Repair Verification AuditAll paint prep workAll paint workMeet all Quality Standards, free of defects i.e. color match, correction of any kind.Paint to produce ONE vehicle every 60 to 90 minutes.Reassembly to install all parts remaining on parts cat i.e. bumper, headlamp, grille, moldings, door handle, weather strips, etc.Quality met and Quality inspection completed.Reassembly to deliver to the Green Zone (detail) ONE vehicle every 60 to 90 minutes.Vehicles cleaned inside and out, including under hood if we worked on the front or inside trunk if we worked on the rear of the vehicle.Fit and Finish Inspection complete.Green Process Zone
26. RulesNever place a vehicle in the Purple Process Zone that has something that has not been completed.All Quality Standards met and verified.Green Process Zone
27. How the Purple Process Zone is DesignedTo make this more visible, the areas within the Purple Process Zone should be color coded.Purple Stripes on the floor.Purple color overhead signs with the name of the area.This will make it easier to see and understand what zone the vehicle is in, plus what needs to be completed on the vehicle before it can move to the next colored zone.Purple Process Zone
28. How the Purple Process Zone WorksIn order for a vehicle to be in this area, three things must be true.There are NO items remaining to be completed on the vehicle.Quality has been achieved and verified; customer concerns have been addressed and verified.The collective Goals of all the process zones have been met.Purple Process Zone
29. GoalsIs to provide the best possible customer experience and service that far exceeds the customers expectations.A controlled area to deliver to the customer their properly staged vehicle.No Surprises!Delivering from the Purple Process Zone enables the CSR to schedule the time of vehicle pick up with the customer so we can provide a focused attention to the customer that makes them feel valued.The customer is never notified that the vehicle is ready for pick up until the CSR or person that will be delivering the vehicle back to the customer, has been able to review the vehicle and complete the Final Inspection Checklist.This gives the CSR the opportunity to complete the a final fit and finish review of the vehicle without having the pressure of the customer picking the vehicle up in 10 minutes.This helps prepare the CSR to resell the vehicle to the customer during delivery.Allows us to take pride and have confidence in knowing that we have done everything with quality.Purple Process Zone
30. Goal and Repair Verification AuditCSRs to complete a final review of the file and repairs made to the vehicle.Complete a Fit and Finish inspection of the vehicle.Verify that we have done everything with quality.Double check that ALL the customers concerns have been addressed and corrected.Once all these tasks and Goals have been achieved the vehicle is considered Complete.Contact the customer and schedule the vehicle delivery.Purple Process Zone
31. RulesThere are NO items remaining to be completed on the vehicle.Quality has been achieved and verified, customer concerns have been addressed and verified.The customer Must Not be notified that the vehicle is ready for pick up until, the CSR or person that will be delivering the vehicle back to the customer, has been able to review the vehicle and completed the Final Inspection Checklist and everything is ready for the customer.Purple Process Zone
32. Contact InformationRANDY S FERRESE SR.824 BLUE BIRD CIRCLEMAYS LANDING, NJ 08330609 553 4244FERRESEWV77@HOTMAIL.COM