CHRYSLER GROUP Plant transformation includes interior overhaul, testing and thousands of hours for employee training Manufacturing flexibility offers capability to build and pilot multiple models simultaneously

Chrysler Group's Brampton Assembly Plant Gears Up For Launch of Chrysler 300 Series and Dodge Magnum Auburn Hills, Mich., Dec 04, 2003 -Chrysler Group is investing $1.4 billion (Cdn) in Canada for Chrysler 300 Series and Dodge Magnum, the family of all-new, rear-wheel drive sedans that are scheduled to begin production at Brampton (Ontario) Assembly Plant in early 2004. Similar to the company's recent vehicle launches, the manufacturing organization is using the funds to implement various initiatives that provide greater levels of flexibility, improved productivity and enhanced vehicle quality. "As Brampton Assembly Plant begins a new chapter in its production life, it takes on flexible characteristics generally seen in newer automotive operations," said Frank Ewasyshyn, Senior Vice President of Advanced Manufacturing Engineering for Chrysler Group. "The flexibility of the revamped plant will offer the capability to build and pilot multiple products simultaneously and, down the road, it will be able to introduce additional vehicles through rolling launches, minimizing production losses and reducing downtime." In a rolling launch, pre-production vehicles are built, tested and launched on the same assembly line where current vehicles are manufactured, steadily ramping up while not compromising existing production at the plant. Manufacturing flexibility allows Chrysler Group to improve the quality, cost and timing of its vehicle launches and to adjust production volumes of different products in order to react quickly to customer demand. Continuous Quality Improvement Because the employees at the plant play a critical role in the quality of the vehicles, a total of 145,000 hours of training will be delivered to 2,700 Brampton Assembly specialists, skilled trades and critical operators in various formats during this transformation. This level of preparation ensures that the vehicles are built right the first time. During vehicle development, the Chrysler 300 Series and Dodge Magnum underwent rigorous testing, digitally as well as in the company's various development laboratories. Some of the testing included digital analysis that replicates various driving conditions, wind tunnel evaluation for aerodynamics and interior quietness, and more than six million miles of customer-equivalent driving took place with more than 200,000 dedicated to just the power train durability testing. At the plant, a system of rapid detection and problem resolution, in-station validation and process standardization have been implemented to optimize efficiency and quality at each of the facility's work station. A new quality technology called a Flexible Measurement System (FMS) was also introduced in the body shop. FMS uses four robots that are equipped with laser vision sensors to check for precision and quality on the vehicle body. The entire measurement cycle checks approximately 225 features on the body in less than three minutes. Complete Makeover Approximately 80 percent of the Brampton facility was overhauled, utilizing a crew of approximately 3,000 contractors, Ewasyshyn said. "We viewed this project as a complete makeover, building a new plant environment within existing walls, rather than a facelift or typical model changeover." Brampton's physical transformation took approximately six weeks to complete. During that period, construction crews expanded the trim, chassis and final assembly area (TCF) by approximately ten thousand feet. They also reconfigured over 17 miles of conveyor lines, including the installation of an underground line in the TCF area, and practically rebuilt the entire body shop. Ninety percent of the plant's tooling and equipment changes occurred in the body shop, which utilizes approximately 300,000 square feet of the plant's total footprint. One major addition of new body shop technology was the robotic framing cell, which is used to load the body side inner panel to the vehicle's underbody, geometrically setting and welding the panels together. The framing cell provides new levels of speed, precision and efficiency on a critical process for the vehicle's body frame. This is the first implementation of a framing cell at any Chrysler Group assembly plant, adding flexibility for current and future vehicle launches. Once the tooling was changed, the plant focused on testing and verifying that quality levels would be met. In preparation for employee training, many hours were dedicated to reconfiguring manufacturing processes. The company has also been building pilot vehicles this fall for process verification, as well as hands-on training. Digital Tools Part of the vehicle development process included the use of simulation software tools to create a seamless union between product development and manufacturing. Both areas used compatible systems to design the vehicles and to simulate build processes in the plant. The University of Windsor/DaimlerChrysler Canada Automotive Research and Development Centre (ARDC) in Windsor, Ontario replicated the parameters of the Brampton Assembly paint shop within its Automotive Coatings Research Laboratory. The purpose was to perfect a new paint process and tooling layout using both pilot and production tools prior to implementation. The 'Design for Manufacturing' team, a cross-functional group that works on improving operator tasks, used digital simulations of real processes to identify potential ergonomic issues related to building the Chrysler 300 Series and Dodge Magnum. Elements of the individual's work, such as reach, posture, clearance and access, and visual restrictions were analyzed. The team then worked with engineering and the plant to determine appropriate solutions. Engineering, product and process changes have been implemented to alleviate ergonomic issues line operators may have experienced. Advanced Manufacturing Strategy Saves Millions In today's competitive automotive industry, cost reductions are imperative for vehicle programs. For the Brampton transformation, Chrysler Group has realized significant savings on the initial capital investment for the plant. The savings were derived from the company's ongoing manufacturing strategy that involves extensive asset reutilization across all plant operations, online bidding for equipment, tooling and investment in new robotic technology with greater capabilities and longer shelf life. "By strategically identifying plant equipment at three facilities in Ontario, we've transformed Brampton Assembly for rear-wheel drive production with 40 percent less capital, which saves the company millions of dollars," said Ewasyshyn. "Unused items from the plant that are still functional will find a future home at another Chrysler Group facility, creating a continuous cycle of savings." As Brampton Assembly Plant moves closer to the start of production in early 2004, the focus will remain on a successful, safe, quality launch. CHRYSLER GROUP   DaimlerChrysler Communications, December 2003 Top