**Material Flow Program Manager**
- **Timeline definition of new programs**
- **Monitoring of the general status of the project**
- **Review and approve quotes**
**The Deliverables**:
1. Station Readiness/Install
a. 100% of stations fully operational and bought off according to the production intent plan (see General Section)
b. Work to identify, design, and implement Minimal Material Handling (MMH) and Low Cost Automation (LCA)
c. Ensure that CAD drawings are up to date and representative of floor walks and POR
2. Data
a. Maintain and ensure all relevant Station Readiness Data in PFEP is up to date.
b. Daily maintenance of all Open issue lists, WPI/ELM Checklists, PFEP data, Kaizen Journal, Timeline, Checklist, Issue Lists, Lessons Learned, Best Practices, etc.
**The KPIs**:
1. 100% of the stations bought off by all Plant, WPI, Production teams two (2) weeks prior to VPA, PS and VP
a. Station to be bought off from a IE/WO and Safety/Ergo standpoint
b. Equipment is to be correct from a Packaging and Material Flow (proper lineside quantity to support delivery and WCM) standpoint
2. Data
a. Zero Open Issues on the WPI open issue list
b. Zero Pending issues over 30 days old without a realistic planned closed date
**The KAIs**:
1. Station Readiness/Install
a. 100% of stations fully operational and bought off
i. Working with IE to make sure the correct parts are in the station in the correct order and that the arrangement of the parts in the station satisfies both IE and WO.
ii. Working with WPI Teams on maintaining rapid issue resolution:
1. The Zone Lead is the first and last point of contact for the station
2. The Lead will make sure the plan for the station is accurate and can be executed in a timing manor to meet the overall launch strategy
3. The Lead will be the champion of all issues within the zone(s) assigned
4. Working with any ME, WPI, PC, etc. Checklists, Kaizen Journals, open issue lists to make sure all issues are closed or have an action plan to closure
iii. Working with the Safety/Ergo Team to ensure compliance with the Latest Safety/Ergo Documents:
0. General Safety Standard "R"
1. NAFTA_EHS_STD_OV
iv. Working with Material Flow Lead to:
0. Understand the routes that deliver the parts, making sure that the routes can support station readiness and that the equipment can support the routes (i.e. Tip Tables, GFR Sizing, etc)
1. Make sure that the parts on line follow WCM Lineside stock levels and Flow Types.
2. Make sure all equipment is physically and ergonomically deliverable
v. Working with Packaging Teams to buy off designs and make sure F&E can support packaging plan
0. Be the main interface between the Packaging team and the WPI/Plant teams
a. All requests should flow through the appropriate station readiness lead to make sure the effects on F&E and Manpower are taken into account
b. The Packaging team should not be working with the plant directly
vi. Getting parts into the Golden and Strike Zones
1. The Strike zone is between 36" and 48" from the operator feet position
2. Golden Zone - See Section on Golden and Strike Zones
vii. Working with the F&E lead to:
2. Make sure GFRs are sized:
- To extend to the aisle at the F&E leads appropriate increments (usually 6")
a. Support at least 3 pick cycles worth of material (usually 3 hours)
b. Support Ergonomic requirements for load and unload
3. Tracking Timing on all Equipment to make sure it can be installed on time
4. Installation of equipment in it's proper place and on time
5. Buy-off on stations by WPI/IE/Safety/Ergo/WO/ICT/etc
viii. Dunnage Stands
0. Design Dunnage Stands to store returnable or expendable dunnage from the container, must be sized appropriately from the dunnage
ix. Tip Tables
0. Design tip tables to support Quality and material flow quantity needed (based on route data)
b. MMH & LCA
i. Identify opportunities for Minimal Material Handling (Drive Buy/Bump Systems, AGC deliveries, hands free, etc.)
ii. Present to Material Flow Specialist, Program Manager, F&E Lead, and Production Control by the end of ELM Step 3
iii. Work to design and implement concepts agreed upon
c. Up to Date CAD
i. Ensure that the physical station matches the CAD layout and deviations are tracked
ii. Cannot overly rely on other team's layout accuracy assume that WPI/ME drawings and installations will be inaccurate
iii. Open issues against inaccuracies.
2. Data
a. Working with the PFEP Lead in maintaining the transparent status of each station within the Lead's assigned zone(s)
i. Working to make sure that the that the following are up to date, accurate and realistic of the state of the floor and the plan:
1. PFEP needs to be the POR for station readiness
i. Equipment Assignments
ii. Install Status
iii. Parts per vehicle per station
iv. Verify Scroll data
2. ELM 7 Step Checklist
3. Kaizen Journals, internal and external
4. Timeline Updates
5. Work Place Integration (WPI)
6. Production Control
b.
