Cedric Schuh’s Post

Great results with people in manufacturing facilities with product transfer to the most efficient processes.

Experts in manufacturing parts for the automotive world

Wanna talk about Automotive Engineering and Manufacturing Engineering on how does it work to become a Professional Engineer

Quality is contagious , It sets standard that inspires excellence among coworkers . It fosters pride within team across company elevating standards and pride of being among the best in Business . Quality is difficult to inculcate till bottom of manufacturing but once it get’s in blood of your team it makes your manufacturing looks easy and beautiful. Making Automotive bulb manufacturing to international level with highest of quality standards.

Fix It Right First Time  ? Do Not Fix It Till It Is Broken  ? By The Way What About : Manufactured Right At First Time  ??!! ***** To  Whom Who Is Not Correlated : ( Fix It Right First Time ) ( Do Not Fix It Till It Is Broken ) Both Are Motto Within The Industry Of Professional Automotive After-Market Services Worldwide

#eines #qualitycontrol #Einesvisionsystem EINES VISION SYSTEMS FOR AUTOMOTIVE SUPPLIERS Parts and Interiors Quality In the Automotive manufacturing world, each component plays a crucial role in the vehicle’s safety, performance, and aesthetics. Therefore, we will delve into the process of automotive door manufacturing and analyse the specific challenges manufacturers face at each stage, from material selection to final quality testing.

This week was held the Automotive Engineering Exposition in Yokohama-Japan. Look in the link below what is the trend in the automotive engineering!

If you want to . your products will be long time successful . so you study the three main reason Before manufacturing . 1- What was the requirement of the customers that you were unable to fulfill with your product. 2 - What is the requirement of your customers on your products at present. 3 - what the requirement will be customer on your product in the future. The product made after proper study of these three subjects will be long time successful in the future.

The New United Motor Manufacturing, Inc. (NUMMI) plant in Fremont, California, stands as a testament to a revolutionary shift in American manufacturing. It’s a story of transformation, learning, and adaptation. In the past, factories focused on quantity, accepting a fixed ratio of quality scrap from any manufacturing line. However, the NUMMI plant challenged this norm, embodying the famous quote by Frederick Taylor, often misunderstood, “In the past, the man has been first; in the future, the system must be first, and the first goal of all good systems should be developing first-class men.” With the advent of Ford’s automatic conveyor belt, the system became a priority, and workers were at risk of becoming alienated commodities within the market. However, the approach of Toyota, and by extension NUMMI, sought to balance the human and the system, reducing the alienation of their staff and involving them in solving operational problems. The underlying assumption is that people have responsibility and honor in their work, and the organization must foster a culture that brings everyone together for the purpose of existence and thriving. This approach acknowledges the presence of both objective and subjective variables that can disrupt the harmony of the manufacturing line and the system. It’s a continuous process of adaptation and problem-solving. At NUMMI, they have promoted the following values: - Humans are the priority, they are not alienated commodities on the good market. - Variability and Gödel’s incompleteness are everywhere, and the system must build in elasticity to adapt to unexpected problems. Some of the unique artifacts of the NUMMI plant include: - Job security: If a plant needs to be reconstructed, layoffs are the last option. - Direct recruitment: The company directly recruits the staff, and while the direct supervisor has the right to choose, the priority voting power belongs to the company. - Empowerment: Everyone directly involved in the manufacturing process has the right to stop the plant. This is embodied in our “Stop the line and Andon System”. - Problem-solving culture: There are many hidden variables inside the system. The leaders, managers, and supervisors have the duty to coordinate people inside the organization, and they work together to figure out the action plan to resolve the problems. As a specialist say, “No problem is a problem! Managers’ job is to see problems!”

Samuel Schwarzer and his team recently supported an automotive OEM in an ambitious electric production plant expansion. Over a 2️⃣-week project, they developed alternative layout variants and optimized key areas like the Body Shop and Assembly. Key takeaways: ➡ CapEx Savings: Potential 30-50 million USD savings. ➡ OpEx Reduction: 20-30% reduction in operating expenses. ➡ Eliminated Need for Extension: Saving 100 million USD in CapEx. 🔍 Curious about how our partnership led to a flexible and efficient roadmap for future growth? Our consultants are here to answer your questions! Drop us a message to start the conversation. 💬 https://lnkd.in/dAQGQjm5 #Automotive #Manufacturing #ProcessOptimization #Ingenics #PlantExpansion #StrategicPlanning #Consulting #FactoryPlanning #FitCheck