Preparing the Windsor plant for the 2008 minivans with flexible manufacturing
A $511 million (USD) investment in 2005 to the manufacturing and paint operations at the Windsor (in Ontario, Canada) Assembly Plant allowed the 2008 Chrysler Town & Country and Dodge Grand Caravan minivans to be built on the same assembly line as the Chrysler Pacifica (which, ironically, was discontinued shortly after the new minivans started production). $286 million provided the capability to build three different vehicle platforms (note that the two minivans are on the same platform) while piloting a fourth simultaneously on the same production line. The ability to build multiple products on the same line enables the company to build and test prototype vehicles much earlier in the launch phase. Because production tooling and processes are used, rather than the simulated line often used for prototypes, the company can train operators and resolve manufacturing issues much sooner, increasing quality.
Flexible Manufacturing
The key to the flexible manufacturing process is the order in which the body is assembled using a unique under-body pallet system in the body shop. The same flexible pallet system has also been used at the Sterling Heights Assembly Plant in Michigan where the Chrysler Sebring Sedan, Sebring Convertible and Dodge Avenger are manufactured, as well as the Toledo North Assembly Plant in Ohio, where the Jeep® Liberty and Dodge Nitro are produced. This means that the same production system may be used to build sedans, convertibles, minivans, and sport-utility vehicles.
This flexible manufacturing system was first used in the launch of the Chrysler Town & Country and Dodge Caravan series of minivans in the summer of 2000. Windsor assembly ramped up to maximum production of about 25,000 of the all-new model in just 25 days, compared to a 110-day industry average for a major change-over of this type.
The Windsor facility underwent a major change-over with extensive upgrades to accommodate the new minivans’ production requirements and Smart Manufacturing methods. The enhanced processes and installation of new technology will also benefit future product launches and additional product variants due to the greater levels of flexibility.
The body shop’s under-body pallet system, an enabler of flexibility, gives the plant the ability to maintain production of the 2007 model year vehicles concurrent with change-over and pilot production for the new 2008 model year minivans. The system carries on the same line the under-body components for minivans and the Chrysler Pacifica, eliminating the need for separate lines for each product.
Flexible robotic lines were added to weld the vehicle's body sides and under-body sub-assemblies, to accommodate future models and product variants at reduced investment levels. Once assembled, over 350 points on the minivan's body frame are automatically checked for weld precision and dimensional quality.
In the Trim, Chassis and Final area, new processes were developed to install the new safety features including third-row side curtain airbags, inflatable knee blocker and multi-stage front airbags, among others. Ergonomic assist arms were added to enable smooth and safe installation of second- and third-row seats, as well as cockpit, suspension and front-end modules. The plant’s increased use of modular sub-assemblies supports enhanced model flexibility and Smart Manufacturing processes.
Paint Shop
The remaining $225 million of the total investment to Windsor Assembly went toward developing a new, state-of-the-art paint facility capable of accommodating the dimensions of at least 11 different body styles. The paint shop was modified to accommodate new robotic applications of two types of sound dampener technology, both of which contribute to the driving experience and the new levels of quietness.
The 185,000 square foot paint shop is completely new, designed to be one of the most flexible, leanest and environmentally-sound paint shops in the company. The paint shop floor contains the latest energy efficient ovens, booths, fans and 127 robots, all controlled by an environmental management system. The level of automation keeps employees out of the hazardous material area.
Many new, state-of-the-art features make the new paint shop more energy-efficient and environmentally friendly. For example, the new powder spray booth has innovative temperature controls and re-circulated air supply which demands less energy and improves control. The condensate control tunnel demands less energy, improves quality by reducing defects and solvent emissions to the atmosphere.
Advanced oven design, “Bottom Entry & Exit,” eliminates air-seal requirements which saves heat and further reduces the potential of foreign material defects. A new sludge dryer transforms saturated liquid sludge, reducing waste. The dried sludge can potentially be used as a supplemental fuel in future applications.
New base and clear coat spray booths re-circulate the majority of their air, significantly reducing energy consumption and providing greater control over the paint process to improve quality. The color application process is entirely robotic with high voltage electrostatic bell applicators which requires less energy, reduces paint usage and solvent emission, and improves quality at the same time. The rapid repair system eliminates the need to reprocess the entire vehicle, which shortens the process time. A fully robotic foam application system automatically injects sound deadening material into the vehicle by locating 11 mm holes using a laser guide vision system Finally, a robotic inspection system measures film build, color, and appearance of five vehicles per hour and returns that information back to the application engineers to maintain quality.
Working closely with the Canadian Auto Workers (CAW), Windsor Assembly teams conducted over 345,000 training hours in 2006 and 2007 in order to prepare all employees for the new processes that were implemented for production of the vehicle.
Recent agreements with CAW-represented employees have also cleared the way for new operating principles. The Smart Manufacturing pacts are designed to foster greater creativity and innovation on the plant floor. They allow for work teams, self-designed work stations, a framework for flexible job classifications and extensive employee training. These elements will help provide a better, safer work environment and further support assembly line operators.
Originally built in 1928, today Windsor Assembly Plant is the largest of 14 assembly plants at 4.01 million square feet. In 2003, Windsor Assembly became one of the first Chrysler plants to implement the flexible manufacturing strategy (this followed an early-1990s, bottom-up empowerment and quality effort that yielded excellent results with large cost reductions). This year marks the plant’s 24th anniversary of minivan production and the 14th anniversary of three shifts of operation. The plant employed 4,600 people in early 2007.
