| Building the 2004 1/2 Jeep Wrangler Unlimited is
more complex than simply stretching the wheelbase. Converting the manufacturing
facilities - including the oldest operating automotive plant in the country
- into modern, flexible production facilities stretched the ingenuity
of Chrysler Group workers.
Toledo South Assembly Plant began the conversion to accommodate the longer wheelbase Wrangler in July 2003 during the regularly scheduled plant shutdown to achieve a rolling changeover |
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The new Wrangler Unlimited offers double the cargo capacity and is 15
inches longer than the original Wrangler. The Toledo (Ohio) South Assembly
Plant encompasses the Stickney Avenue Plant, built in 1942, and the Parkway
Annex, which began life as a bicycle plant in 1904. Stamping, body and
paint facilities are located at Parkway; trim, chassis and final assembly
take place at Stickney.
"For many manufacturers, it might be easier and more desirable to
start with a clean slate and build a greenfield site," said Frank
Ewasyshyn, Chrysler Group Executive Vice President - Manufacturing. "But
Toledo is the home of the Jeep Wrangler and the loyal workforce provided
the ingenuity and commitment needed to adopt the latest manufacturing
technologies into a century-old manufacturing site."
Old to New: adopting flexible technologies and processes
Toledo South Assembly Plant began the conversion to accommodate the longer
wheelbase Wrangler in July 2003 during the regularly scheduled plant shutdown
to achieve a rolling changeover. A rolling changeover enables a plant
to continue existing vehicle production while adapting equipment and manufacturing
processes for a new vehicle launch.
Another key enabler for the smooth changeover was the early introduction
of flexible manufacturing principles at Toledo South. In 1998, the plant
became the company's "guinea pig" by developing small teams,
which later became standard operating procedure at Toledo (Ohio) North
Assembly Plant, where the Jeep Liberty is built.
"Team-based operating principles and rolling launches are key to
becoming competitive in the marketplace," explained Byron Green,
Chrysler Group Vice President of Truck and Activity Vehicle Assembly Operations.
"We put a plan in place for the Unlimited launch and we were able
to achieve a zero-loss of production during the launch. Plus, the quality
level was such that we were able to ship the vehicles to the dealers three
weeks ahead of the launch plan. This was one of the best launches in the
company's history."
Chrysler Group has been a leader in virtual manufacturing. Virtual tools
were critical in finding innovative ways to fit 21st century tooling and
robots into a facility with low ceilings, narrow passages and many concrete
ceiling supports that are common in older buildings.
Once validated virtually, new robotics, paint systems and communications
technology were integrated to make the plant more flexible and efficient,
while enabling a quality build process in the body and paint shops. Already
this year, facility and process changes have yielded an additional 5,000
vehicles without unscheduled overtime.
Toledo Employees' "Jeep Pride"
Making the leap to a flexible operating environment and meeting Chrysler
Group's strict targets for safety, quality, delivery, cost and morale
(SQDCM) is a significant challenge for management and the workforce -
even in new facilities.
The plant adopted a small-team working structure and reassigned 38 line
workers to team leader positions. Each team is made up of eight employees
that rotate jobs during the day. This gives employees the full picture
of vehicle assembly and avoids extended repetition of tasks.
Each team is responsible to sign off on a vehicle's quality before the
unit moves to the next assembly team. Communication boards on the plant
floor are updated daily to give employees the previous day's performance
in the areas of SQDCM.
"In Toledo, we call our passion for the product 'Jeep Pride,'"
said Alberto Gonzalez, Chrysler Group Plant Manager - Toledo Assembly
Complex. "To exemplify this spirit, we planned to honor a 60-year
employee, Jerome Wiczynski, on his retirement. But we hit a roadblock
because the guy literally won't quit. Jerome epitomizes the type of commitment
we all feel for those special vehicles that bear the Jeep badge."
Instead of honoring Wiczynski's retirement at the Jeep Wrangler Unlimited
manufacturing program, Chrysler Group executives were happy to change
plans and publicly congratulate Wiczynski on his continual effort and
dedication. Plant leadership credits this type of employee dedication
with easing the transition to a flexible production system.
Investing in America
Chrysler Group has demonstrated a long-standing commitment to invest
in existing facilities and provide good-paying jobs in urban environments.
By renovating many of its existing facilities, Chrysler Group was a leading
corporate investor in urban America during the 1990s. This decade, the
company is continuing the trend in cities such as Toledo, St. Louis, Detroit
and Warren, Mich. In 2003, Chrysler Group made a total capital investment
of $2.4 billion in its U.S. manufacturing facilities.
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