GoodyearBrazil, Chile, Venezuela, Colombia, Peru - 1978 to 2014
10% reduction in manufacturing labor through method rationalization, layout change, industrial automation and quality control circles.
Projects for cost reduction of consumables, reduction of waste of raw material and semi-elaborated materials.
Quick change projects to reduce from 3 to 2 digits and some cases from 2 to 1 digits always with operation footage, integrated multi-task team work, brainstorming and method rationalization, resulting in a smaller batch of production and inventory in process.
Creation of production algorithms that enabled an automatic production sequencing system, always aiming at the dynamics of the process variation reflected in the most rational sequence, always aiming to attend the subsequent production process.
5S Methodology
- Courses for management and staff in general on what is the 5S philosophy.
- Implementation of “SPOTS” and perfection wells.
- Implementation of Continuous Improvement Projects and reduction of rubble and unnecessary objects.
6 Sigma Methodology
- Formation of 107 Green Belts in Brazil, Colombia, Peru and Venezuela.
- Implementation of Process Variation Reduction Projects
- Mixing Area
- Extruders
- Calenders
- Tire Construction
- Vulcanization
- Uniformity and Production Cost Gains
These gains were between 3% and 5% in both quality assurance and Production Cost.
Industrial Engineering
- Implementation of Pluriannual Plans (3 years) to rationalize times and methods for general productivity gain (3%).
- Layouts rationalization in order to implement the system.
- FIFO (First In – Firts Out)
- Vertical Space
- Computerized Management System
- Micro – Movements Studies in the Tire Construction area, for ergonomic improvement and reduction of physical effort, aiming at productivity gains around 5%.
- Speed increase of automatic roulette movements and application of materials in the area of tire construction gained around 5%.
Quick Exchanges
- Implementation of a Quick Change Program, especially in the area of tire construction.
- Gain in productivity around 3%
- Implementation of a quick change program in the mold change area, in the vulcanization area, with a 5% gain in the productivity and capacity area – Bottleneck area
- Implementation of SMED for all plants in Latin America, with emphasis on preparation and systematization of exchanges.
OEE
- Implementation of OEE in the areas of extruders, with a 5% gain in general productivity.
- Implementation of OEE in the Mixing areas with a gain of 4% in general productivity.
- Implementation of OEE at the Venezuelan plant with an overall gain of around 2%.
- Implementation of OEE in the Peruvian plant, with a gain in the intubation area of around 5%.
- Development of the BootCamp General Factory Efficiency Program, in conjunction with the Mckinsey company.
- Participation of Global Results Forum in Fulda, Germany – 2012.
- General Mapping – Lean Methodology.
- Implementation of the General Mapping of the manufacturing process in all plants in Latin America.
Gains of around 3% in Lean waste reduction:
- Americana, SP – Brazil
- Colombia
- Peru
- Venezuela
- Implantation of Improvement in the Production Programming area at the Fayetteville Plant – North Carolina.
- Implementation of Green Belt – Lean Programs for general reduction of waste and best material flow
- Waste of material (+/- 3%)
- Transportation (+/- 5%)
- Reprocess (+/- 3)
- Inspection (+/- 7%)
- Production Schedule (+/- 2%)
- Inventory reduction, due to better scheduling and inventory management (+/- 5%).
Hi, i am Ali Trompiz, Industrial Engineer and i worked more than 30 years in Goodyear conpany in several functions such as productioin, Industrial Engineer and Continous Improvement.
I led high-performance teams, which led factories in Venezuela and Indonesia to achieve global recognition between the years 2013 to 2019 and the creation of best practices recognized at Goodyear worldwide.
All of this derived from results obtained by Lean Manufacturing projects. Process cost reduction and many other continuous improvement techniques that I learned from Mr. Antônio Ferreira de Araújo.
Antônio has been a great Coach in Latin America and Asia, always focusing on constantly identifying opportunities, always involving operators and production leaders.
Obtaining excellent results in the area of Safety, Ergonomics, Quality, Production and cost optimization of factories.
In my experience, talking about continuous improvement and process cost optimization is talking about Antônio Ferreira de Araújo.