Hondas Minivan and Sport Utility Vehicle assembly plant in Lincoln, Ala., is reminiscent of a medical center. The designed and landscaped exterior, the green grass and colorful foliage, and covered circular drive give the impression entering a professional office complex, not a 4,500-employee manufacturing plant. It could be linked to the cleanliness impeccably tidy. Like a surgeon’s cart, there is a place for everything, and everything is in its place. Perhaps it I uniforms and lab coats, the standard mode of dress for all Honda employees working in the plant.
The Honda plant in Lincoln deserves of high praise, thanks to its total productive maintenance and reliabilit Professionals from several internal and external organizations oversee these duties and ensure that the plant envi productive and problem-free. The main dissection is between production maintenance and plant services. Production m is responsible for the health of the capital assets that are directly tied to producing automobiles and their V-6 engines. Pl are responsible for ensuring the health and performance of all the fixed assets that do not build a car or its componen services division manager Mark LaRue explains, “I’m responsible for new constructions, existing buildings, utilities d environmental and general services. One of the things that we learned beforehand and also after the fact was that it’s ver to keep pushing the different groups together and keep the emphasis on teamwork.” Teamwork can’t be a buzzword
FULL PREVIEW NOT AVAILABLE
Read the caselet carefully and answer the following questions.
1.“Superior products result from an attitude that allows order, tidiness and cleanliness in the work environment.” Discuss the productive environment of Honda plant.
2. “Good maintenance is fundamental to a productive manufacturing system.” Discuss the framework of Total Productive Maintenance (TPM).
|
OR Case study 