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Chrysler Group Maintains Greatest
Productivity Improvement Over Six Years, According to Harbour
The Chrysler Group has improved its
overall manufacturing productivity by an industry-leading 25
percent over the last six years, according to the Harbour Report
North America 2007. The company has improved its overall hours
per vehicle (HPV) time by 2.4 percent to 32.90 for the 2006
calendar year. The annual Harbour Report is a broadly accepted
measure of productivity in the automotive industry. Nearly all
major manufacturers participate in the survey. According to Ron
Harbour, President – Harbour Consulting, Chrysler Group's
manufacturing productivity is supported by numerous improvements
throughout the company.
“Improving productivity in the face of
lower production is a huge accomplishment, but none of the
domestic manufacturers can afford to let up,” said Ron Harbour,
president of Harbour Consulting. “Chrysler’s 19 percent
reduction in total manufacturing hours per vehicle over the last
five years is the biggest improvement of the six largest North
American automakers over that period. The challenge now is to
take that progress to the next level.”
Among the highlights for the Chrysler
Group, eight assembly plants ranked within the top five of their
segment for productivity improvements.
Windsor Assembly was North
America's most productive minivan plant and St. Louis South,
second. For the midsize SUV segment, Jefferson North Assembly
took both first place for the Jeep® Grand Cherokee and fifth for
the Jeep Commander; Toledo North, home of the Dodge Nitro
ranked second place and third for Jeep Liberty; Newark
Assembly ranked second for the Dodge Durango and Chrysler
Aspen in the large utility segments;
Brampton Assembly ranked fifth
for the Chrysler 300, Dodge Charger and Dodge Magnum in the
large – non-premium conventional segment; Warren Truck
ranked fifth for the Mitsubishi Raider in the midsize –
non-premium pick-up segment and Toledo Supplier Park
ranked second for Wrangler in the compact non-premium SUV
"The Company continues to be on task to reach
its goal of world-class productivity by end of 2007," said Frank
Ewasyshyn, Executive Vice President Manufacturing, Chrysler Group.
"We are pleased to have made productivity gains
during a 10-vehicle launch year, the most significant new-vehicle
introduction in Chrysler Group history."
The company's transmission plants continue to
be the industry leader with a 4.2 percent improvement – to 3.39 hours
per transmission. Eight Chrysler Group Powertrain plants scored at the
top of their segment.
GEMA, Dundee – 1.8L, 2.0L and 2.4L four cylinder (Ranked third among
all engine plants) 2.68 HPE
Mack Ave I – 4.7L OHC V-8.
Mack Ave II – 3.7L OHC V-6 (Ranked tenth among all engine plants)
Saltillo Engine Plant – 5.7L and 6.1L OHV V-8 HEMI®
Kenosha Engine Plant – 3.5L and 4.0L OHV V-6
Trenton Engine Plant – 3.3L and 3.8L OHV V-6
Indiana Transmission Plant II – W5A580 rear-wheel drive automatic
transmission (Ranked second among all transmission plants)
Kokomo Transmission Plant – front-wheel drive automatic transmission
(Ranked highest among all FWD transmission plants) 3.52 HPT
Chrysler Group also demonstrated expertise in
stamping operations with a 5 percent improvement year-over-year in hours
per vehicle based upon parts-per labor hour. Additionally, Toluca
(Mexico) Assembly plant, home of the Chrysler PT Cruiser and PT Cruiser
convertible and Belividere (Ill.), home of the Dodge Caliber, Jeep
Compass and Jeep Patriot, were among the top-10 stamping plants – the
highest for a domestic manufacturer.
The company is deploying a number of
initiatives intended to continue improving manufacturing excellence in
the future. Among them are increased support of assembly employees,
continued employee training and new workplace practices that are
designed to foster greater creativity and innovation among employees on
the plant floor. The company has also redesigned material handling
operations and employee work stations to improve productivity and
maintain high quality levels.
The Harbour Report is one of several measures
the Chrysler Group uses to evaluate its manufacturing operations. Other
areas that are tracked by the company include safety, quality, delivery,
cost and morale, all of which contribute to manufacturing performance.
(June 2, 2007)