INDUSTRY: Automotive Manufacturing

SERVICES: Process Alignment and Management Support.

Situation.

A large electric vehicle OEM contacted Seraph regarding a Tier One supplier. The supplier was not properly following APQP (Advanced Product Quality Planning) best practices and was inconsistent in documentation on shipments. This raised concern on whether they were following other standard quality protocols. The OEM was also concerned about an over-burdened project management team, resulting in poor communication and confusion.

Actions.

• The goal was to present a more efficient way for the supplier to resolve PPAP issues (Production Part Approval Process), lead their teams more effectively, and manage projects.
• There were 22 parts to undergo annual validation of PPAPs, 13 from the USA and 9 from China.
• The Seraph team analyzed CMM data(Coordinate Measuring Machine), Control Plans, FMEAs (Failure Modes & Effects Analysis), and PSWs (Part Submission Warrant) and physically audited the OEM parts.

Results.

• The Seraph team created new program management concepts, including suggestions for immediate and strategic wins.
• We created current and future state mapping to solve the top issues.
• In spite of resistance from the local team, Seraph successfully reviewed 13 of the OEM’s parts for CMM, Control Plan, and FMEA.
• We provided a list of open issues as part of the handover process.
• If all open issues are addressed, the supplier would achieve:
  • Improved customer communications.
  • A more robust NPI (New Product Information) process.
  • Improved Serial Project Teams, established to provide clarity on roles and responsibility.
  • Improve ECR (Engineering Change Request) processes.
  • More efficient RFI (Request for Information) processes.

INDUSTRY: Automotive Manufacturing

SERVICES: MOVE Methodology: Layout Optimization. Material Flow. Warehouse (WH) Visualization.

Situation.

A high-volume precision machining customer, who provides components to a leading Tier 1 manufacturer, was experiencing late-open sourcing changes that were leading to program launch milestone delays. To aid in supporting the production ramp up, an analysis and re-evaluation of warehouse space, capacity review, and layout optimization was deemed necessary. The client requested to optimize material flow, consolidate excess inventories, and design “best in class” processes, and needed Seraph’s expertise to reach these goals.

Actions.

3 key work packages were identified:

WORK PACKAGE 1

Objective:
Optimize material storage and flow

Deliverables:

• Develop Plan For Every Part (PFEP)
• Develop a layout optimization ($150M revenue estimate)
• Evaluate the need to lease an additional 100K sq. ft. facility
• 12-Month layout transition plan

WORK PACKAGE 2

Objective:
Focus on warehouse visualization and capacity review for the client’s customer

Deliverables:

• Implement WH visualization
• Develop a detailed capacity review
• Define internal ramp plan vs. customer ramp plan
• Develop a 1–2-page capacity communication tool

WORK PACKAGE 3

Objective:
Focus on headcount and organization structure optimization and MDI

Deliverables:

• Implement MDI Process in model plant
• Daily & hourly routines
• KPI Implementation
• Defined headcount rationalization to identify required headcount
• Created organizational charts in anticipation for rapid growth

Seraph’s internal process are tailored to meet the needs of the situation and provide a seamless transition to the new facility.

The MOVE methodology has three keys to success:

1. PLAN: Develop a structured, meticulously detailed, and clear, Project Management Plan – “If we fail to plan, we plan to fail.”
2. DON’T LOSE SIGHT OF THE PEOPLE: Relocation and consolidation is more than product and process, it is People – “Success or failure always depends on people.”
3. GOOD TEAM COMPOSITION: Balance the skills and interpersonal dynamics to create a high-performance Team – “…can and will influence results.”

Seraph effectively drove and completed all work packages, training the team to ensure future success.

Seraph effectively drove and completed all work packages, training the team to ensure future success.

Supply Chain

• PFEP was developed
• New production layout was created to move production into the current warehouse (~40% reduction in space while improving material flow) and revamped client’s second external warehouse layout.
• Completed material flow overview and improved the current process in place.
• Created a tracking tool for capacity/ramp plan.

Organizational Alignment

• Implemented Top 5 KPI Boards, hour-by-hour trackers, and other necessary visual management tools on the floor.
• Completed and verified MDI & leader standard work training sessions with necessary plant personnel.
• Implementation and completed training of ProductionNet.

Results.

WORK PACKAGE 1

• Optimized material storage and flow
• Developed PFEP for client and trained necessary personnel how to maintain and implement for future product lines.
• Completed a 12-Month layout transition plan to effectively optimize client’s floor plan and material locations to maximize utilization of both the main production plant and the external warehouses.

WORK PACKAGE 2

• Implemented WH visualization standard for both the client to maintain and for the client’s customer to replicate.
• Completed capacity reviews and analysis allowing summaries demonstrating the current industrialization plans and assumptions for capacity to be created.
• Launched high level management and leadership KPIs in a model facility while mentoring the client teams to implement throughout remaining locations.

WORK PACKAGE 3

• Implemented MDI process in the model plant while teaching leadership to do the same for the remaining locations.
• Developed a matrix allowing for proper assessment of headcount of the organization that would also be applicable as new programs are launched.
• Developed organizational charts allowing the company to be scaled with the anticipated rapid growth.

Seraph saved the client money in the short term with initial savings during the project as well as long-term savings after the project’s end.

• $400K of warehouse space reduction
• Reduced inventory levels
• Improved external warehouse layout to optimize storage
• Redesigned a more efficient material flow process from external warehouse to production.
• Seraph’s resources were decreased after training client team members for continued future success.

INDUSTRY: Automotive and Electronics Manufacturing

SERVICES: Program Management. Crisis Management. Product Launches.

Situation.

Seraph was contacted two weeks before a VDA audit that the Client knew they were not prepared for. With such a short timeframe, the Client failed the inspection, which resulted in a new business hold. The Seraph team was retained to prepare the Client for a December VDA recovery audit. This piece of business had three phases. 

Actions.

Phase One VDA Audit Readiness

• Reviewed the previous audit preparation documents and effectiveness.
• Identified additional gaps to close them ahead of the audit.

Phase Two Audit Recovery

• Included nine work packages, seven directly related to Seraph and two related to Human Resources and Manufacturing Packages executed by the Client.

WP1: Organizational Structure and Escalation Process

• Provided examples of organizational, escalation structure, and program management procedures/processes for other successful audits to assist and establish processes.

WP2: Planning and Program Management

• Assisted with creating process documentation and implementing planning and resource estimation/monitoring guidelines across project planning.

WP3: Supply Chain Management

• Defined roles and responsibilities within supply chain management, including sourcing, indirect and program purchasing, S&OP (Sales and Operating Planning), SQE (Supplier Quality Engineers), logistics, and material management.
• Established resource planning process, team responsibilities, capacity evaluation matrix, identified gaps, and training.
• Optimized RASIC (responsibility, accountability, support, inform, and consult) between the Client and the contract manufacturers in China, Mexico, and Thailand.

WP4: Assess and Adhere to Global OEM Requirements 

• Reviewed current processes to identify gaps to meet VDA findings.
• Developed strategies to comply with detailed processes and global customer requirements.

WP5: Enterprise Change Management

• Compared best practices to Clients’ current state, including defining KPIs.
• Provided processes and procedures for enterprise change management and training.

WP6: Defined and Linked APQP (Advanced Product Quality Planning) Concepts to the Program Plan 

• Worked with Client to develop processes, procedures, and linkages to the program plan, aligning global supply chain purchasing module, supplier readiness tool, design, and process failure mode effect analysis tools.
• Audit training for key personnel on proper audit conduct.

WP7: Established Failure Analysis and Warranty Process

• Provided best practices for automotive failure analysis of the sensors, warranty management processes, staffing, forms, KPIs, and customer communication process.

Phase Three Post Audit Findings Closure – 4 work packages 

WP1: Project Plan Implementation and Risk Management Process

• Updated and finalized risk management process work instructions, IPP (Integrated Production Processes), and phase gate process.

WP2 Supply Chain Management

• Finalized and deployed risk assessment process for sourcing and supplier quality.
• Integrated purchasing activities with IPP across all processes and clients.

WP3: Product / Process Development Plan & Corrective Remedy

• Developed engineering print release process.
• Managed confidential proprietary sensor issues.

WP4: Enterprise Change Management 

• Finalized Phase 2 of the Change Management Plan and completed training modules.
• Expanded the scope of Engineering Change Management to include deviations and customer requirement changes.
• Finalized the enterprise change requirement checklist summarizing impact analyses, mitigating actions, and customer/supplier communications.
• Proposed separating drawing releases from Change Control Board reviews to design reviews.

Results.

• Client passed VDA Audit.
• The new business hold was released.
• Developed the management structure to build a sustained process for all new and existing businesses.

Industry: Automotive

Services: Project management; Logistics; Project launch

Situation

A large tier-1 roof supplier opened a facility during the start of the pandemic. However, during the pandemic, the supplier suffered significant setbacks in product design, process engineering, and overall manufacturing capacity. Those challenges immediately placed the facility under a capacity constraint whereby Original Equipment Manufacturer (OEM) target volumes could not be met.

In response, the supplier opted to launch a new facility to alleviate capacity issues and meet contract volumes. However, since most of the suppliers’ resources were committed to the recovery and stabilization of the initial facility, they sought Seraph’s support to successfully launch the new installation.

Seraph was hired specifically to ensure the second plant was operationally positioned in all functional areas for a successful launch.

Approach

Seraph deployed its “Seraph Launch Strategy”, which consists of five main categories: Production, Logistics, Quality, Engineering, and Human Resources, to ensure the proper focus and detailed planning required.

The entire project was managed by a Senior Engagement Manager and each respective functional area was managed by a Senior Level Consultant. In addition, Seraph selectively partnered with a proven recruitment/staffing company to ensure expert support and mitigate the effects that a tight job market has on a launch.

Lastly, at project kickoff, a baseline assessment of critical risk factors was conducted to ensure detailed strategies addressed all risk areas to ensure the facility’s success.

Results

Seraph successfully hired and onboarded an entire leadership team and supported the hiring and onboarding of the next two tiers of management. In addition, the transition of the client’s systems, processes, and procedures was successfully achieved, thanks to the development of the structure, the operational processes, and the identification of the necessary resources to launch the new plant facility. This allowed us to create a culture of discipline and mindset around data, standards, and overall process approach.

Seraph ramped up both hourly and salary team aggressively – met the demand.

Human Resources

Seraph team streamlined a complicated hiring process and created a robust tracking tool complemented with visual KPIs. Additionally, a supplemental robust training and onboarding strategy was developed, both to maximize the client’s process and to capitalize on the knowledge of existing plant processes.

Job evaluations were also designed and executed to ensure geographic locations (and travel time) to balance staff between the initial plant and the new plant facility. And a hiring ramp plan for all departments -including all required hires- was developed and deployed.

Production Accomplishments

The Seraph team provided a detailed assessment of the organizational structure both at the salaried level and the direct level, which resulted in better communication, overall effectiveness, and enhanced accountability. The recommendations provided from this assessment allowed the client to restructure and ultimately reduce its total headcount by over 30%.

Filtered and interviewed candidates down to the supervisor level were conducted by Seraph, in addition to fully staffing a production team on time and on budget. Additionally, Seraph managed workshops with cross-functional and cross-plant teams to ensure that each lesson learned from the initial plant/operation was captured and considered. The outcome of the workshop was a comprehensive tracking mechanism to prioritize all selected actions to address all lessons learned.

All standards were identified for all processes, to evaluate the effectiveness and make the necessary improvements for the transition to the new plant. Seraph completed its initial evaluation and identified targets for all elements relevant to the launch of the new plant based on the client’s production system.

Additionally, Seraph developed a tracking tool to assess progress and generate action where required and supported the development and implementation of launch boards with relevant and targeted KPIs specific to the new plant.

Supply Chain Management Accomplishments

Seraph supported the design of the plant layout to optimize material flow and resources, including current and future needs in the final plan. To achieve this, a detailed PFEP (Plan for Each Part) was created, with clearly defined system parameters and interdependent with the plant design. In addition, the warehouse layout and detailed storage requirements were designed with the speed and flow of all material movement throughout the process. Seraph worked with the client to define a detailed transition between plants to optimize the launch of the new facility and protect customer demand.

Additionally, Seraph supported the tracking and delivery of the equipment. All warehouse and equipment needs were identified and sourced, and work instructions were also developed for all required logistics processes to ensure standardization in training and robust onboarding of all employees to be transferred to the new plant management.

Seraph further developed a planning tool that allowed for key variable inputs (volume, cycle time, OLE, shift patterns, and yield) to properly model multiple scenarios, and easily generate a required sensitivity analysis. The tool also allowed for ease of movement between equipment to ensure balance could be properly evaluated.

Finally, Seraph supported a local team with SAP expertise for MRP setup and developed shop floor processes aligned with SAP processes and transactions. A robust plan to ensure proper capture of scrap within the SAP system was also designed.

Quality Accomplishments

Seraph initiated quality support by developing a detailed list of required equipment and timelines, resulting in a seven-phase implementation tracking tool that provided clarity around delivery goals and insights for escalation. An evaluation of the initial plant’s gauge strategy was executed, as well as an evaluation of its effectiveness and recommendations for improvement. In the assessment, Seraph identified increasing accountability and a sense of urgency throughout the decision-making process as a priority.

In addition, Seraph supported the implementation and ensured that the client’s quality systems were included in the master timeline. KPIs associated with the initial plant performance were created to allow a clear understanding of the main issues affecting overall part quality. Seraph ensured that major issues were properly prioritized, and actions assigned to understand or address root causes.

Example actions include:

1. Created and implemented an APQP task dashboard to track open items to closure for APQP compliance.
2. PFMEA KPI Tracking developed, cross-functional team by value stream defined, and meeting cadence established with internal Client Teams and OEM to drive risk lower.
3. Supported reverse PFMEA process to properly assess each control for compliance to PFMEA and control plan. Seraph led efforts to accurately communicate the gaps and drive decisions and/or resolution of all violations.
4. PFMEA and RPNs analyzed for integrity, robustness, accuracy, completeness, and relevance. Subsequently, RPNs were re-calculated and action plans were developed to reduce the overall risk for the project.

Additionally, Seraph drove alignment of all documents, including drawings, customer specifications, PFMEA, control plan, and incoming inspection.

Engineering/Maintenance Accomplishments

Seraph started by setting up a Technical Program Manager (TPM) and Project Management (PM) process. The process to map out the PM requirements allowed the strategy and plans to be set up in a structured and effective way in SAP. The functional location and PM task was established according to the individual manufacturing process department and taking into account each piece of equipment. In addition, Seraph ensured that work instructions and training processes were developed to enable the Manufacturing Execution System (MES) to be used successfully in the new plant.

Additionally, Seraph provided additional visibility into internal and external equipment-related processes by mapping out maintenance processes, along with workflows for spare management, MOR control, cycle counts, and maintenance work order systems. This allowed for achieving structured and consistent processes in the maintenance area, as well as ease in handling work instructions.

A capital tracker was implemented to empower management with the ability to view and understand capital spending versus budget for all process areas. In addition, to designing a clear and concise manufacturing IT system for material flow mapping, which was shared with the management of the new plant.

Finally, a precise monitoring system and order management for spare parts and Maintenance, Repair, and Operations (MRO) – approximately 2,600 items – was carried out for the final launch of the new plant.

INDUSTRY: Automotive

SERVICES: Creation, training and implementation of a production system

Situation.

An OEM faced repeated failures in the development and implementation of their production system. Management recognized the need for a stronger production system across the facility to enhance efficiency and quality but lacked the necessary resources and expertise for its successful definition and implementation.

Actions.

PHASE 1
Seraph collaborated with a partner consulting firm that was acting as a project lead. Both teams, including our client, collaborated to define and develop the initial focus elements of the integrated operating system.

• To signify a new, focused implementation, we rebranded the name of the operating system.
• Identified the tools that would be the focus of the first year, tiered daily meeting with metric boards, 5S, observations, leader standard work, operator standard work, and waste identification.
• Developed training material around each tool and how it would be implemented within the identified pilot area.
• Developed an assessment with scoring to measure improvements.
• Drove implementation in one pilot area within the plant.
• Took feedback and our observations to modify and improve implementation to enable rollout to other departments within the plant

Phase 2

• With significant accomplishments from Phase 1, Seraph was retained as the sole consultant for the remaining two phases.
• Supported in-depth training sessions, coached leadership teams and implementation of the focused production system tools in 10 pilot areas across the plant.
• Assessments were conducted to establish baseline scores and measure post-implementation improvements.

 Phase 3

• Supported training, implementation, and assessments for all remaining departments and shifts across the entire plant.
• Performed assessments in Q3.
• Helped complete gap closure plans from Q3 audit to ensure success in Q4 audit.
• Helped develop and provide feedback on the next set of tools to focus on in 2024 to continue to drive implementation of the production system.

Results.

The entire client management team felt these accomplishments could not have occurred without Seraph’s involvement.

The total project timeline to achieve an average of 1.0 (scale 0-4), basic implementation reached, was 11 months.

• Q3 2023 audit score of 0.61
• Q4 2023 audit score of 1.28, an improvement of 110% from Q3 – Q4
• Q3 audits exhibited a 40% variance in scores
• Q4 audits showed a 10% variance in scores

Audit Highlights

Metric Board & Tier 1 Meeting:

• Successfully closed all major gaps following the gap closure audit.
• Increased leadership involvement to understand the top issues.

Job Observations:

• Achieved a 1.3x improvement, with layered leader observations reinforcing the right behaviors.
• Leaderships involvement directly translated to an increased performance of team members.

GLSW:

• Leaders are effectively using LSW to track customer issues and monitor clean points.

TLSW:

• Realized 5.2x improvement, with headcount enhancements providing Team Leaders the opportunity to focus on TLSW.

Tools created during the project:

– Success and Training Guide

– Leader Standard Work

– Waste Identification 

– Tiered Meeting Cadence and Metric Board for Tiered Meetings

INDUSTRY: Automotive Manufacturing

SERVICES: Assessment. Production. Operations. Staffing. Engineering and Maintenance. Quality.

Situation.

A tier one automotive supplier was shutting down their customer due to low JPH (Jobs per Hour) performance caused by downtime, scrap-rework, and performance efficiency. Seraph’s assessment uncovered specific areas to target to improve JPH and reduce customer downtime at the JIS (Just in Sequence) plant. 

Actions.

3 key work packages:

WORK PACKAGE 1

Recovery Management

Objective:
Improve production output to required RPH 45 to appropriate targeted headcount.

Deliverables:

• Managed the turnaround project to a sustainable operating cadence.
• Supported plant manager and local leadership team.
• Evaluated organization, executed structural recommendations and competency evaluations.

WORK PACKAGE 2

Production Readiness

Objective:
Reduced downtime occurring at the customer by increasing JPH and performance efficiency.

Deliverables:

• Trained frontline leadership.
• Increased production to requirement while delivering desired quality.
• Deployed daily management system to drive increase in JPH from 27 to 45.

WORK PACKAGE 3

Engineering / Maintenance and Quality

Objective:
Established an efficient equipment maintenance and contingency system, minimized downtime, reduced scrap and first pass yield to target levels.

Deliverables:

• Developed contingency plans for all assembly processes.
• Developed a review process to improve PM (Preventative Maintenance) activities.
• Reduced rework and scrap.
• Developed a robust process for spare parts management.

Key Improvements.

• Identified and supported improvements in management shortcomings, gaps and competency issues. 
• Defined KPIs that drove operations toward the JPH and quality targets, making these visible on the floor and reviewed daily in tiered meetings.
• Reduced headcount by identifying ways to reduce over budget resources, while defining needed RTR (Required To Run) to reach required JPH of 45 and then 52.
• Revised work instructions to reflect best methods to achieve targeted JPH.
• Transitioned subassemblies away from building to sequenced call-offs, to building to a managed buffer feeding the main production line. 
• Updated and implemented standard escalation process related to a JIS operation.
• Contingency playbook created which included an implementation project action plan and timeline for each station and process.
• Used machine data to create paretos to identify top issues causing scrap and rework to drive permanent improvements for elimination of top issues. 

Results.

• Seraph reduced target line headcount by 3.8% and overall headcount by 6.2%.
• JPH increased by 44.4%, maximum JPH per hour increased by 43.9%*.
  • *JPH numbers were not higher due to limited number of call offs.
• Plant downtime decreased by 63%.
• Customer average vehicles lost decreased by 100% when comparing the 4 weeks before Seraph’s arrival to the last 4 weeks of the project.