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2012-01-2055
Published 09/24/2012
Copyright © 2012 SAE International
doi:10.4271/2012-01-2055
saepcmech.saejournals.org

Implementation of BorgWarner Production System - Case

Study at DivgiWarner Private Limited
Dipak Annasaheb Vani
DivgiWarner Pvt. Ltd.

Sudhindra Deshpande
DivgiWarner Pvt. Ltd.

ABSTRACT
In the pursuit of manufacturing excellence BorgWarner, Inc., USA has utilized some key aspects of Toyota Production
System and General Motors Quality System Basics tools to create a systematic framework called as Borg Warner
Production System (BWPS). The goal of BWPS is to have robust manufacturing systems to deliver flawless quality
products at lowest possible cost and give hassle free customer experience.
This case study covers the BorgWarner Production System implementation experience of DivgiWarner Pvt. Ltd. India,
one of the BorgWarner's plant based in Pune and Sirsi, India.
The BWPS consists of 7 foundational elements and 23 tactical strategies. These seven foundational elements are

• Safety and Environment,

• Quality Systems,

• Employee Development,

• Continuous Improvement,

• Lean Manufacturing,

• Pre-Production Planning,

• Metrics and Audits

This framework delivered following benefits to the company:

• “Zero” safety incidences

• Customer PPM reduced from 675 to 122

• 100% On Time Delivery to customers

• Continual improvement - more than 300 kaizen projects implemented every year

• Overall Equipment Effectiveness increased from 41% to 82.9%

• Inventory Turn Over Ratio (ITOR) increased from 4.8 to 10.1

• Material movement in the plant reduced by 68%

This paper uses BWPS as an example to illustrate how to implement similar production systems, in order to improve
manufacturing effectiveness. We also show how to set performance base lines, track continuous improvements, and
communicate progress to pursue perfection.

CITATION: Vani, D. and Deshpande , S., "Implementation of BorgWarner Production System - Case Study at DivgiWarner
Private Limited," SAE Int. J. Passeng. Cars - Mech. Syst. 5(4):2012, doi:10.4271/2012-01-2055.
____________________________________
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Vani et al / SAE Int. J. Passeng. Cars - Mech. Syst. / Volume 5, Issue 4(December 2012)

Figure 1. Seven foundational elements of the BWPS

these firms. This system helps to minimize the consumption

INTRODUCTION of resources and time, and results in maximization of return
The Borg Warner Production System (BWPS) was on investment and production of superior quality goods. In
developed by the BorgWarner Inc., USA (hence referred to as addition to this, the system facilitates fast, flawless launches
‘the company) on the lines of the Toyota Production System. and therefore, achieves desired results in a very systematic
The team of managers at BorgWarner studied individual lean and scheduled way, thus satisfying the customer needs. The
techniques, different business tools and the requirements of BWPS embraces five beliefs that unite all the production
other quality systems extensively, designed the entire units of the company together. These beliefs are as follows:
production system from its inception till its implementation,
continuously revised their strategies in every field of 1. Respect for each other
operation and finally succeeded in putting their work together 2. Power of collaboration
in to a business system, which came to be known as BWPS.
Continuous response to the problems faced during 3. Passion for excellence
implementation of the BWPS further refined the system. 4. Personal integrity
Operations have now become more adaptable and flexible.
Values are defined from the perspective of the customer. 5. Responsibility to our communities
Frontline workers are encouraged to improve their own The BWPS rests on seven foundational elements,
processes. Therefore, lean thinking is applied in a very supporting twenty-three tactical strategies as mentioned
comprehensive way and the BWPS continues to march below. These are discussed in detail under the section ‘BWPS
towards the perfection in it's every single constituent. ASSESSMENT TOOLS’.
This document in hand discusses the implementation of
BWPS at DivgiWarner Pvt. Ltd., India (hence referred as the 1. Employee Development
organization) one of the BorgWarner plants based in Pune 1). Employee Empowerment
and Sirsi, India.
The BWPS aims at achieving manufacturing excellence 2). Employee Reviews
throughout its enterprise of 64 plants worldwide, thus 3). Communication
maintaining common goals, targets and system throughout
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2. Continuous Improvement 2. Most of the strategies were repetitively addressed

4). Problem Solving 3. Common processes and training material were not
5). Cost Reduction Process available

6). Develop / Protect Proprietary Process Technology 4. Strategic core competencies through information
sharing and collaboration were not capitalized
7). Kaizen Activities
5. Multiple page assessment criteria were defined to
8). Benchmarking evaluate the implementation progress

3. Pre-Production Planning 6. Reports were not user friendly

After thorough review of the auditing results, the
9). BW Program Management
weaknesses were eliminated and the company re-launched
4. Quality System the framework in 2006. Following changes were made to the
previous framework:
10). Warranty Analysis
1. Number of tactical strategies reduced from 44 to 23.
11). Change Management
2. Multiple page assessment criteria defined to evaluate
12). Quality Management Standards the implementation progress
13). Supplier Quality 3. Integrated level reports separated into the executive
level and the detail level as shown in figure 2 and 3.
14). Traceability
4. Development of training materials for the top
15). Quality System Basic (QSB) management as well as for the shop floor workers
5. Lean Manufacturing
WHY ‘BWPS’
16). One Piece Flow Production The company observed that few manufacturers had
difficulties in implementing the Toyota Production System
17). Inventory Management
(TPS) successfully. Many of them had confusion about the
18). Pull Systems tools and practices used by TPS within the system itself.
They also found the rigid activities, connections and irregular
19). Standardized Work production flows during the implementation of the process.
20). Total Preventive Maintenance Based on these findings, company customized the TPS and
General Motors QSB tools to suit their manufacturing
21). 5S / Visual Factory practices and operations in the form of BWPS. It covers all
the key aspects of business. It has implementation guidelines
6. Safety and Environment and evaluation criteria rated on a scale of 0 to 5. This
22). Safety facilitated identification of action items to go to the next
level. We can use evaluation criteria to set performance base
7. Metrics and Audit lines, track continuous improvements, and communicate
progress to pursue perfection.
23). Manufacturing Metrics
IMPLEMENTATION OF ‘BWPS’
HISTORY The fundamental approach adopted for the
implementation of the BWPS was by increasing employee's
A corporate team of the company decoded the DNA of
awareness through training session. Below mentioned three
Toyota Production System and developed this framework in
levels of training were held in the organization:
the year 2003. Earlier this framework had 44 tactical
strategies to implement. 1. Executive Training: This training session was
After implementation process, all the plants were audited organized for top level managers consisting of the president,
for these 44 tactical strategies and weaknesses were identified the vice president, the directors and the plant managers. The
in the framework itself. The following problems were main purpose of this training was to develop basic
observed by the company: knowledge, to broaden the support for transformation
activities, to consult on vision, policy, and structure and to
1. With more than 40 elements of the BWPS, it was increase the commitment level of top management in
observed to be as “too bulky” supporting activities.
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Figure 2. Integrated Reporting - Detail Level

Figure 3. Integrated Reporting - Executive Level

2. Champion Training: This training session was managers of various departments. The main propose of this
organized for middle level managers consisting of the lean training was to develop internal expertise to plan, lead,
champions, the supervisors of different cells and the manage activities, perform continuous reviews and
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Table 1. Assessment criteria for BWPS elements and strategies

assessments of processes and to set new targets for organization, BorgWarner has an assessment criteria and
continuous improvement. methodology in place. This evaluation, performed once in a
year, is referred to as the ‘BWPS Operational Effectiveness
3. Workforce Training: This training session was
Assessment’. The Assessment is done by a team of auditors
organized for front-line managers and employees consisting
and each tactical strategy is rated on a scale of 0 to 5, each
of the production operators, the quality inspectors, the
score implying the level of strategy as shown in the table
material handlers and other shop floor workers. The main
below:
propose of this training was to develop end user
Below is provided an overview of the 7 foundational
understanding, participation, acceptance, to enhance the
elements of BWPS and the 23 tactical strategies that fall
workers' knowledge and understanding about the new
under these elements. Refer figure 5 for the score sheet used
concepts and to increase awareness of BWPS among the
for evaluation of the foundational elements and tactical
employees.
strategies of BWPS.
After the completion of training sessions for all level
workers, an implementation strategy was developed to plan Element 1: Employee development
various activities and to set the annual targets. Further, cross As the name implies, this foundational element focuses on
functional teams (CFTs) were formed to achieve the set the human resources management activities of the
targets as per the schedule. Weekly meetings were planned to organization. This element ensures that the leaders embrace
check the progress regularly and audits were conducted and promote the corporate philosophy. Three tactical
monthly to evaluate the existing status. Thus, all processes strategies that fall under this element are:
were continuously reviewed and changes made on regular 1. Employee Empowerment This strategy focus on the
basis. The organization tried to close the audit findings as level of involvement of the employees in process
soon as possible so as to choose new focus areas for development, and improvement, new equipment design and
improvement. Sustainable program was also developed to approval, kaizen events and safety programs, quality
maintain the world class status of already improved areas. improvement plans and other such activities. To ensure
With the initial audit, present status was assessed for each healthy participation of employees working at various levels
element. Review meeting was called to review status and of hierarchy, in these activities, the organization introduced a
action items in each element. Since it was impractical to work monthly suggestion program and scheduled weekly team
on all elements simultaneously, priority elements were meetings. Success and valuable contribution in various
decided to move to upper score. operations at the shop floor is recognized and awarded.
Measures are taken to reduce the gap between the
BWPS ASSESSMENT TOOLS management and the shop floor employees. Most employees
Under the BorgWarner Production Systems (BWPS), are trained in lean manufacturing and basic problem solving
there are seven foundational elements and under these concepts. Different work areas are headed by various teams
elements come twenty three tactical strategies. To evaluate such as the kaizen, 5-S, safety, FMEA, preparation of
the level of implementation of these elements in the standardized operator sheets. These teams consist of a team
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Figure 4. BWPS Assessment tools - score sheet

head and other shop floor employees. Team leaders have result areas, systems and processes. Five tactical strategies
authority to halt production for quality issues. fall under this element. These are as discussed below:
4. Problem Solving Problems provide an opportunity to
2. Employee Review This strategy focuses on the
avoid the recurrence of similar events. There are two types of
performance of employees. Organizational goals are set and
problem solving methods: one is proactive, where problems
formal training plans are scheduled for employees.
are anticipated in advance and solved before they arise; the
Procedures are in place for annual performance reviews of
other is reactive, where problems are solved once they come
employees. Under these reviews, safety and SMART
into existence. The organization utilizes proactive and
(specific, measurable, achievable, realistic and timely)
reactive approaches across multiple functions to solve the
objectives are evaluated. To improve employee's performance
problems. For this purpose, different tools are used such as
and to equip him/ her with latest working practices, employee
why-why, DOE, fishbone diagram, FMEA, & 7 Quality
training is planned. A minimum of 80 hours of annual
Control (QC) tools. Six Sigma DMAIC approach is used
training per employee implies ‘World Class’ (score = 5)
proactively and reactively for breakthrough projects and 8D
employee review.
problem solving approach is used for systematic
3. Communications This strategy is to check that the documentation and communication. This strategy aims at
management should not draw conclusions by just reviewing building the culture of proactive problem solving using Six
the monthly financial reports. There is proper exchange of Sigma DMAIC approach. Engineers and technicians are
information between the shop floor employees, middle trained on Six Sigma Green belts and Black belts so that they
management and the top management. Regular visits and can effectively utilize DMAIC approach. Results of projects
interaction of top level managers with the root level and solutions to problems are shared with rest of the
employees helps in bridging the gap between them and company.
aligning whole organization to the common goal. 5. Cost Reduction Process It is very important to
Departmental meetings are held weekly and quarterly provide quality products to the end users at such a cost that
business reviews are done with 100% participation. no other production stands in competition. Minor changes/
Employees are knowledgeable of plant developments and are activities can bring down the expenses considerably. Thus,
not afraid to voice their ideas. Short meetings are held at the cost reduction process becomes very important for an
start of the shift. Communication boards are updated weekly organization. Cost reduction goals are set followed by weekly
with action items being addressed. cross functional; activities are coordinated to a cohesive plan.
Organizational goals cascade to create targets for
Element 2: Continuous improvement departmental continuous improvement activities. Savings
Continuous improvement is very important to bring out contributions are made from all functions internally. Plant
quality in work and to achieve growth. This element ensures consistently meets annual cost reduction goals.
that the organization optimizes its resources whether human 6. Develop/ Protect Proprietary Process Technology It
or material and focuses on year on year improvement in key involves great deal of resources to develop new processes and
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products. Their protection thus becomes very important, at experience to the customer. There are six tactical strategies
least till the point, invention disclosures are submitted and that help the organization to achieve world class quality
‘trade secrets’ or ‘patents’ awarded for development work. practices. We discuss these strategies briefly below:
Organization has effective systems to protect proprietary
10. Warranty Analysis Warranty Analysis system helps
processes. Invention disclosures are submitted only when
to monitor and improve warranty performance. The system
processes are developed and improved. Engineers are trained
demonstrates effectiveness through the measurement of
on developing and protecting proprietary processes. Non
warranty return level performance. The organization uses
Disclosure Agreement is made with the customer and the
advanced statistical tools for improvements to new and
supplier made for the same.
existing product by measuring warranty performance to
7. Kaizen Activities Kaizen activity is continual through identify product and process needs. Related activities are
events and team activities. Specific improvement goals are implemented in Design, Supply Chain and Manufacturing
established keeping customer in focus. This strategy ensures areas.
that the waste elimination and lean manufacturing training is
given to all employees. Value stream mapping is one of the 11. Change Management Managing engineering
useful lean tool which helps to identify Kaizen opportunities. changes in design and drawing is very important for an
Kaizen strategy expects more than 4 Kaizen workshops per organization. In this regard, all engineers in the plant are
year i.e. at least 4 large breakthrough project per year. Tasks trained on Change Management procedures. Weekly
are performed consistently to achieve improvement in meetings are held with participation of people from various
throughput, lead time, and value added content. Methodology departments of the organization like Engineering,
is embraced and understood by majority. Departmental area Manufacturing Engineering, Supply Chain Management,
teams identify opportunities and also conduct workshops. Quality, Manufacturing etc. The change management process
Activities are less than 15% management directed. outs a check that no customer incidence occurs due to failure
8. Benchmarking Benchmarking is important in that it to follow change management procedure.
helps the organization to gauge their increment or decrement 12. Quality Management Standards The organization
of certain parameters. The organization has a Benchmarking has a thoroughly documented quality system to maintain its
procedure documented. The management identifies standards. The Quality System is well understood and
improvement areas and actively seeks out benchmarks as a followed throughout the plant. Layered Process Audit is
part of project plans. The unit actively identifies Best scheduled and performed on monthly basis. Customer metrics
Practices and Lessons Learned with other facilities to and balanced scorecard (BSC) demonstrate that the quality
improve their operational efficiency. Multiple examples of expectations are clearly surpassed. The organization has
organization influence benchmarks to improve operations. recorded ‘Zero non conformances’ in last 3 surveillance
Element 3: Pre production planning audits of TS- 16959.
Planning is the first activity that is discussed, documented 13. Supplier Quality Committed supplier chain is an
and then implemented once a new a idea is conceived and to integral part of the whole process. The intent of supply chain
be put into action. The organization believes that ‘it is better management is to utilize systems and processes to develop,
to spend a little extra time during the upstream process so that monitor and control supplier's quality and delivery standards.
the downstream processes are free from errors’. Pre The organization has a Supplier Manual so that the quality
production planning is one of the foremost steps towards new expectations are met by all suppliers. Suppliers and
product development. organization have developed close relationship to ensure
9. BW Program Management New product development is 100% APQP compliance, on-time Production Part Approval
initiated in a very systematic way. Weekly cross-functional Process (PPAP), zero launch issues and minimal on-going
team meetings are held and action items are assigned. In quality and delivery issues.
addition to this, monthly financial reviews are held to review 14. Traceability To meet customer requirement, it is
contract and obstacles. EOT (Executive Over site Team) important to have formalized traceability systems in place.
reviews are conducted quarterly depending on program size/ The organization has the ability to trace component, assembly
scope. Advanced Product Quality Planning (APQP) meetings data, supplier and raw material with no gaps in system. Parts
are held weekly while Product Failure Mode and Effect shipped to customer can be traced to unique serial number,
Analysis (PFMEA) are scheduled regularly. Ongoing changes manufacturing date and operator, electronically.
and issues are discussed and resolved. Launch readiness and Effectiveness is demonstrated in all such processes.
performance issues are reviewed and addressed to ensure no
interruption for customer at launch. 15. Quality Systems Basics (QSB) Quality System
Basics, (QSB) is a set of initiatives meant to reinforce the
Element 4: Quality systems current quality management system. QSB consists of 10
The intent of Quality Systems is to develop systems and fundamental but very powerful elements which help to
processes to deliver quality products and provide hassle free deliver world-class quality products. QSB was, first of all,
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developed by the General Motors and it is mandatory to manner and to employ best methods to perform an existing
implement these tools by GM's entire supplier base. operation by forming multi-disciplinary teams. Work
BorgWarner has customized these elements and incorporated standardization saves time, helps operators and also ensures
in BWPS. The organization conducts workshops share QSB uniformity in all the processes. Towards this end, the
practices with its supply base. QSB elements are discussed in organization has well-documented Standard Operations Sheet
detail under the section ‘IMPLEMENTATION OF BWPS - (SOS), Job Element Sheet and other related sheets of
CASE STUDIES’ of this document. information is place for various processes. To ensure that
these work instructions are updated and followed, a layered
Element 5: Lean manufacturing process audit exists which includes all management levels.
The primary objective of lean manufacturing is to Operator licensing process ensures that the operator is fully
improve company's operations and become more competitive aware for the process before he is actually going to perform
by implementing different lean manufacturing tools and his work. Adherence to standard work is, thus monitored and
techniques. Lean manufacturing means “A systematic actions taken to make corrections and improvements.
approach of identifying and eliminating waste through
continuous improvement”. There are six tactical strategies in 20. Total Productive Maintenance (TPM) Maintenance of
BWPS that focus on the implementation of Lean equipment is crucial so that as and when it is required; the
Manufacturing. equipment should be in its best working condition. The
organization has the Maintenance Department to look after
16. One-piece flow production Single piece flow these issues but it is the collective responsibility of all the
production controls work in process inventories and helps in employees to ensuring proper functioning of the equipment
reducing working capital. Normal tendency in the industry is used by them. The organization makes use of Total
to produce big production lots to avoid frequent setups. One Productive Maintenance (TPM) and Overall Equipment
piece flow production technique uses Single minute exchange Effectiveness (OEE) to improve equipment design and to
of dies i.e. SMED tool to reduce setup times, thus helps avoid unplanned maintenance. Formal operator certification
produce smaller batches in short intervals. Smooth flow of is done in this regard. On-going evaluation of maintenance is
material always results in better efficiency and out put. To done and procedures and resource effectiveness is in place.
ensure this, the organization uses First-In-First-Out (FIFO) Root cause is determined for major problems. Predictive
system with visual color codes followed in stores and Maintenance is also implemented.
machine shops. Change over (setup) time has been reduced to
21. 5S/ Visual Factory The organization follows the
less than 20% of available time. Line balance is matched to
principle of 5S. Work stations are organized and standardized
multiple takt times. Value Stream Mapping (VSM) of critical
for WIP, in-out arrangement, defined place for tooling,
parts is done with utmost care. Significant reduction of more
gauges, inspection, visual work instructions and rework-reject
than 50% in process lead time has been achieved.
parts. Monthly 5S audits are conducted in all areas and non
17. Inventory Management One of the important resources conformances are tracked till closure. The organization has
with the organization is its inventory. Its management is achieved Level 5 in visual management. Color codes, shadow
important for that either its excess or deficit can be a source board and visual displays are commonly used. House keeping
of loss to the organization. Therefore, the organization has and visual controls are in place. Strong ownership is given to
buffer and safety stock areas controlled to match standard employees to maintain the discipline of 5S and responsibility
levels. Limited stock is available at the cells. Stock is for each area is defined.
controlled to clear standard levels. Visual Kanban system is
used to reduce inventory levels Buffer and safety stocks are
Element 6: Safety and environmental
managed to an extent that can absorb minor changes in Realizing that natural resources are limited, it is important
customer volume easily. to consider environmental protection to be consistent with the
organization's overall goals and values. Safety and
18. Pull Systems Pull systems are used to manage inventory environment issues form one of the foundational elements on
and operations. It stocks smaller amounts relatively and is which the organization rests. Therefore the programs and
frequently replenished with the help of visual Kanban system processes are designed to make optimum consumption of
It is to be noted that the Kanban card is used for signaling resources; making best efforts to save energy, minimize
between the customer and the supplier. The organization environmental pollution and prevent accidents. The
performs standardized work in material handling. Only parts organization has a well documented Environment, Health and
and finished good being worked on are present at a particular Safety Policy (EHS) in place which is communicated to all
cell. One for one flow is practiced. One scheduling point is the employees and is inculcated in to the culture of the
driven by pacemaker process, pull flow, and sequence organization.
changes typical during production.
22. Safety The organization implements safe work practices
19. Standardized Work Standardize Work is a systematic to avoid any accidents. The Global Star Safety Framework
approach to maintain workplace activities in an organized (GSSF) is followed and all employees are trained in this
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regard. The Global Star Safety Framework audit is carried out 1. Accepted: The suggestion has been recognized as feasible
to meet the safety standards. This strategy also ensures that and productive.
the plant has achieved Certification for the latest recognized
environmental standard. 2. In Progress: The suggestion is being executed

Element 7: Metrics and audit 3. Implemented: The suggestion has been executed.
The organization sets goals and targets annually. These 4. On Hold: The suggestion is not feasible at the moment.
are further broken down into stages and tasks headed by
Monthly, a theme is decided and communicated to all to
various teams/ team leaders. To gauge the completion of
give their suggestions on that theme of the month. Themes
these tasks and goals, metrics is employed. Metrics presents a
covered till now include quality, safety, productivity,
mosaic of various parameters giving an overview as to what
employee satisfaction, cost reduction and the like. The
extent the organization's goals are achieved. And to put a
organization tracks down the number of suggestion received
check on the processes involved, audits are conducted
daily to get the daily employee response. At the end of each
weekly, monthly and sometimes, regularly depending on the
month, suggestions are reviewed by a kaizen team and a
seriousness and time frame of the goal. The internal audits
‘Monthly Suggestion Awards’ ceremony is organized. This
serve as a feedback mechanism by highlighting the changes
implementation criterion is based on the suggestion quality
and additions required and implementing the same. Thus,
effectiveness, cost saving, innovative changes, waste
metrics and audit are understood as one the foundational
reduction, and safety and 5S implementation.
elements of the BWPS.

23. Manufacturing Metrics Organizational Balanced Score

Card (BSC) that consists of key result areas of the
organization is displayed throughout the facility and reviewed
monthly. Red-yellow items are monitored to improve BCS
performance. Main BSC is further divided into department
level scorecards and used to monitor departmental Key Result
Areas (KRAs). BSC provides inputs for KAIZEN events.
Monthly BSC performance is shared with all employees.

IMPLEMENTATION OF BWPS -
CASE STUDIES
The organization has implemented BWPS and continuous
success has been achieved in the all functional elements. Figure 5. Monthly Suggestion Awards being distributed
Improvement has been made in all the areas. Below we
discuss five case studies on different elements to highlight the
importance and fruitful results of the BWPS application.

Case Study 1: Suggestion Scheme for

Employee Empowerment
‘Employee Empowerment’ comes under the ‘Employee
Development’ element of the BWPS. Suggestion scheme is a
very important and popular feature of the organization. To
empower the employees and to improve employees'
participation, the organization introduced suggestion scheme
program in the year 2007. Initially the response of employees
was poor because of lack of interest and awareness among
them. Efforts were made by the top management of the
Figure 6. Daily Suggestion Tracking Board
organization so as to boost their employees' confidence and
morale with regard to the scheme. Suggestions are reviewed
during daily Fast Response Meetings (FRM) on the shop Track records of number of suggestions implemented
floor. In these meetings, the receipt of every suggestion is through suggestion scheme are analyzed y the organization.
acknowledged. Also, responsibilities are assigned to the This helps to monitor implementation progress.
concerned personnel for implementation of the suggested
changes and review is done in the next FRM meeting.
Suggestions are categorized into four main groups.
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Table 2. Data for the suggestions received and implemented in the year 2011

Suggestion implementation process Similarly, more than 300 kaizen projects were
implemented every year and the organization gets benefited
1. Employees drop their suggestions in the suggestions box through this suggestion scheme in various areas such as
which are kept at various locations at the organization's productivity, quality and cost.
premises.
2. Everyday these suggestions are collected and reviewed in
Case Study 2: Quality System Basics (QSB)
the Fast Response Meeting ‘Quality System Basics’ comes under the ‘Quality
System’ foundational element of the BWPS. It comprises a
3. All suggestions are reviewed again at the end of the month set of initiatives meant to reinforce the current management
by the team and the best three suggestions are recognized and system. It does not replace the existing system but is intended
awarded. to strengthen it.
4. All the accepted suggestions are adopted by the kaizen At the organization under discussion, QSB is being
team for implementation. implemented since 2007 as a part of BorgWarner Production
System. Initially Mr. Bill O'Hara, BorgWarner Quality
5. Status of the implementation is communicated to the team Consultant trained all the key personnel including operators.
and the person who made the suggestion. This mission was further taken up by members of both the
6. The trend of suggestions received and implemented is plants of the organization under the guidance of BWPS
reviewed in monthly management review meetings. coordinator. Using systematic planning, all the elements were
successfully implemented.
The organization always tries to implement suggestion to Initially, regular feedback was taken in weekly meetings
the complete extent. One of the recently implemented and after stabilizing, review is taken in monthly management
suggestions in the organization is the installation of fine lead meetings to verify the effectiveness. After nearly five years of
screw for dress cutting operation on cylindrical grinding successful implementation, QSB has become an important
machine at Flange Companion (FC) cell. Suggestion to ingredient of the plant culture. The organization has also
prevent the problem of undersized ground diameter was given started to train its suppliers and demonstrates how these tools
by an employee. A cross functional team (CFT) was formed are used on the shop floor. The benefits achieved through
and a list of action items was prepared to implement the QSB are: reduced customer complaints, fast response to the
suggestion systematically. Brief description on step by step problem and proactive risk reduction.
approach is given in the figure below. Also, refer appendix 2
in this regard.
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Figure 7. Suggestion analysis and action items

There are ten key elements covered in QSB as mentioned ◦ Delivery Review
below:
◦ Production Review
1. Fast Response Meeting
◦ Review of Key Metrics
2. Control of Non-Conforming Product
Cross functional team from various functions like
3. Error Proofing Verification Manufacturing, Quality, Maintenance, Stores, Manufacturing
Engineering, Supply chain, Sales and Customer Support
4. Layered Process Audits
attend this meeting. This meeting utilizes a visual method of
5. RPN Risk Reduction displaying important information. It assures all issues are
resolved and daily quality status is displayed.
6. Standardized Operations
◦ Standardized Work Instructions - SOS 2. Control of Non-Conforming Product: The intent of this
initiative is to isolate non-conforming parts i.e. reject and
◦ Operator Instructions - JES rework and to reduce the risk of shipping them with
7. Standardized Operator Training conforming parts. Whenever operator finds out- of-
specification parts, he identifies the parts with appropriate tag
8. Contamination Control and color like red for rejects, yellow for rework and white for
9. Supply Chain Management review. After that he keeps the parts in red color bin provided
at each workstation. These parts are further reviewed by cross
10. Verification Station functional team after fast response meeting and appropriate
Let us discuss these elements one by one. decisions are taken. The respective documents like defect
tracking sheet, Failure Mode and Effect Analysis (FMEA),
1. Fast Response Meeting: Every day begins with a Fast Control Plan, Layered Process Audit (LPA) are updated.
response quality meeting, held at 9 a.m. sharp. The purpose Typical benefits earned from the control of non-conforming
of this meeting is to communicate the significant quality parts are:
issues arising in the past 24 hours and assign ownership for
resolution. A typical agenda of this meeting includes - 1). It assures all suspect and non-conforming products are
contained
◦ Safety and Environmental issues
◦ Report on containment or corrective actions of Quality 2). Reduces repetitive quality disruptions and increases
issues in last 24 hours customer satisfaction.
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Figure 8. Implemented Suggestion

Figure 9. Daily Fast Response Meeting Board

3. Error Proofing Verification: The assembly supervisor devices are working as intended. After completion of error
verifies the Error proofing devices once per shift to ensure proofing verification, records are updated. It prevents
that the error proofing devices are functioning correctly. An nonconforming product from being made or transferred to
efficient method to verify error proofing devices working is customer.
to use no good masters for verification. No good masters are
4. Layered Process Audits: The most important elements of
purposely used on the machine and if a machine detects the
Quality & safety are verified every shift; by different layers
no good master then it assures that error proofing detection
in the organization. This includes:
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Figure 10. Control of Non Conforming Product

Figure 11. Non Conforming Product Area

◦ Verification of job safety elements & corrective actions ◦ Operator is working as per standard work instructions
of past quality issues Layered process has several benefits, It Adds integrity to the
◦ Verify whether the Gauges are calibrated, are working process. It gives confidence to the individual. It serves as an
in order and are being used correctly Excellent training aid for Operators, Supervisors, Engineers
◦ Daily preventive maintenance performed and Managers
◦ 5's & workplace organization maintained properly 5. Risk Reduction: - The goal of this initiative is to
◦ Certified operator is operating the machine proactively reduce the risk of a potential quality failure. The
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Figure 12. Error Proofing Verification

Figure 13. Layered Process Audit on Shop Floor

organization conducts weekly FMEA meetings where cross and clean machine setup with separate in and out
functional team reviews Process Failure Mode and Effect arrangement to avoid mix-up of the parts, separate areas for
Analysis (PFMEAs) and a list of high risk priority numbers displaying important documents such as Manufacturing
and risk reduction opportunities are established. Actions are Process Layout (MPL), Standardized Operation Sheet (SOS),
planed to reduce risk priority numbers and their progress is Job Element Sheet (JES) and work instructions.
tracked. It entails several benefits, provides support for
continual improvement as expected by TS-16949, allows 7. Standardized Operator Training: Standardized operator
leadership to allocate appropriate resources to critical areas, training procedure assures that all the operators have
and provides an effective basis for error-proofing and adequate and similar training. The training program starts
problem solving. with safety and quality policy of the organization. After this,
the operator undergoes through a systematic training which
6. Standardized Operation: The organization follows a includes classroom and ‘on the job’ training for 3 days. Class
systematic approach to maintain workplace organization and room training includes a standardized training module
prepare the best method to perform an existing operation especially developed for new operators which includes
using multi-disciplinary teams. The organization has understanding of documents like standard operation sheet,
organized every workplace to reduce wastes in processes and control plan. Then a written and practical examination is
improve ergonomics. Typical work centre consists of a neat conducted to evaluate that operator and if he qualifies in
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Figure 14. Standardized Operation Display Board

written and practical examination a license is issued to him ◦ Monitoring washing fluid change frequency as per
and skill matrix is updated. After issuing the license, the quality control plan.
operator is monitored in daily layered process audits.
◦ Monitoring cleanliness of assembly and packaging area.
◦ Conducting regularly contamination checks on product
and its child parts Contamination Test results show the
organization is well within the limits.
9. Supply Chain Management: - The intent of supply chain
management is to utilize systems and processes to develop,
monitor and control supplier's quality and delivery standards.
For this, monthly quality and delivery rating of suppliers is
monitored and a monthly scorecard along with defect
tracking sheet is issued to the supplier. The organization also
organizes yearly supplier meet and top three suppliers are
recognized according to their performance in terms of
quality, delivery and value improvement as per the rolling
average scores. Organization extends different training
programs to improve key personnel at supplier end. There are
planned audits at supplier end to ensure quality practices
specified are followed. Supplier APQP plays a vital role in
development of quality products at supplier end.
Figure 15. Operator License
10. Verification Station: Verification station protects
customer from non-conforming product and discrepancies.
8. Contamination Control: The intent of Contamination On Verification station all outgoing parts are verified for
control is to have contamination well within the specified quality key parameters, just before the part reaches the next
limits on the parts. Contamination control avoids product station. Typically such stations are used where there are
failure due to sediments like dirt, foreign materials and extra recurring problems, highest risk priority number and process
parts such as extra fasteners. The organization's capability below 1.33. Each product is therefore checked at
contamination control initiatives include: verification station.
◦ Washing parts before assembly • This incorporates 100% inspection
◦ Using of hand gloves while handling parts
• Immediate actions are initiated whenever defects reach an
◦ Storing and moving parts in clean trays alarming limit
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Figure 16. Annual Supplier Conference

Figure 17. Verification Station Board on Ford J97 Assembly Line

• Information board is placed near every verification station. principles of lean do not work well if everyone is allowed to
Quality System Basics tools helped organization to bring choose their own work method or work sequence to do a job,
down customer PPM and customer complaints. Typical since this reduces throughput and develops unanticipated
benefits of QSB are discussed in “Competitive Advantages of outcomes. Without standardized work, continuous
BWPS” section of this paper. improvement activities are not manageable because any
improvement will be just one more variation that is
Case Study 3: Standardized Work occasionally used and often ignored. Furthermore,
The tactical strategy ‘Standardized Work’ comes under standardized work makes abnormalities visible. Absolute
the ‘Lean Manufacturing’ foundational element of the BWPS. understanding of the steps needed to be taken to complete
‘Standardized work’ is systematic approach to maintain tasks is necessary to eliminate root causes of variability and
workplace organization & prepare the best method to perform permanently resolve issues. Therefore, standardized work
an existing operation using multi-disciplinary teams. The provides the baseline required for continuous improvement.
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Figure 18. Work Standardization

The organization makes efforts to ensure that work • Visibility of the waste in a process
standardization is maintained and methods are employed to
standardize an existing operation using CFTs. Steps are taken • Training tool to instruct new team members
to organize every workstation, to reduce wastes in processes
and to improve ergonomics. Typical workstation consists of a
COMPETITIVE ADVANTAGES
neat and clean machine setup with separate in-and-out ACHIEVED
arrangement to avoid mix-up of the parts and separate areas BWPS delivered following competitive advantages to the
for display of important documents. organization. We will highlight some of the key
At each workstation, the organization has displayed a achievements under each foundational element.
Manufacturing Process Layout (MPL), Standardized
Operation Sheet (SOS), Job Element Sheet (JES) and work 1. Employee Development:
instructions for every operation; these sheets include:
◦ Employee participation in suggestion scheme reached
• Work Sequence (number of steps) 43%

• Takt Time ◦ Continual improvement - more than 300 kaizen projects

implemented every year
• Cycle time
◦ Shop floor employees are involved in the activities of
• In-Process Stock (Minimum Stock Quantities) process development and new equipment design
• Job flow and Work Place Organization ◦ Training hours increased from 36 hour to 80 hours per
Display of these documents delivers following benefits to employee per year
the organization:
◦ Employees articles regularly published in monthly
• Summary of the current best method company bulletin ‘Innovation Times’
• Visual control tool ◦ Employee participation in problem solving is increased
which in turn helped to improve quality
• Basis for problem solving
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Figure 19. Standard Operation Sheet

Figure 20. Job Element Sheet

◦ Communication helped to reduce the gap between top 2. Quality Systems:

management and shop floor employees. Effective and
◦ Customer PPM reduced from 675 to 122
timely communication aligned all the employees to the
organizational goals. ◦ In-house PPM reduced from 1201 to 189
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◦ Supplier PPM reduced from 2996 to 1240 BorgWarner Production System can yield several benefits to
the organization when appropriately applied.
◦ Zero warranty complaints and field returns Objective benefits achieved from this system can be
3. Continuous Improvement : summarized as
• “Zero” safety incidences
◦ More than 4 major six sigma projects are completed
• Customer PPM reduced from 675 to 122
every year
• 100% On Time Delivery to customers
◦ More than 300 kaizen projects done by the operating
• Continual improvement - more than 300 kaizen projects
employees every year
implemented every year
◦ Minimum 4 benchmarking trips completed annually • Overall Equipment Effectiveness increased from 41% to
82.9%
4. Pre Production Planning:
• Inventory Turn Over Ratio (ITOR) increased from 4.8 to
◦ Flawless and on time launch of new products 10.1
◦ Zero launch issues to customer (Quality and Delivery) • Material movement in the plant reduced by 68%
This paper also shows how to set performance base lines,
◦ APQP process is followed for new product development track continuous improvements, and communicate progress
5. Safety and Environment : to pursue perfection.

◦ “Zero” safety incidences since 2007

REFERENCES
◦ Achieved ISO-14001 certification 1. Liker, Jeffrey K., “The Toyota Way”, McGraw Hill, USA, 2004
2. ISO technical specification: ISO/TS16949
3. ISO technical specification: ISO 14001
◦ Implementation of Global Star Safety Framework 4. General Motors - Quality System Basics
5. BorgWarner's Global Star Safety Framework (GSSF) manual
◦ Water and Electricity saving projects completed
successfully
CONTACT INFORMATION
6. Lean Manufacturing : Deepak Vani
◦ Inventory Turn Over Ratio (ITOR) increased from 4.8 DivgiWarner Ltd.
to 10.1 75, General Block, MIDC Bhosari.
Pune-411026, INDIA.
◦ Material movement in the plant reduced by 68% [email protected]
Cell No: +91 9767899277
◦ Overall Equipment Effectiveness increased from 41% to
82.9%
ACKNOWLEDGEMENTS
◦ Overall Setup time reduced by 66%
The authors wish to acknowledge Mr. Jitendra Divgi for
7. Metrics and Audits : his encouragement to write this paper. The authors also wish
to acknowledge DivgiWarner BWPS implementation team
◦ Organizational Key Performance Indicators (KPI's) are
for its assistance in implementing Borg Warner Production
tracked through balanced score card
System.
◦ Balanced Score Card is reviewed every month and Last but not the least, the authors would like to thank Mr.
actions are taken to achieve organizational targets. Imran Khan and Ms. Amandeep Dhanoa for their valuable
inputs and support for organizing all the ideas together in a
CONCLUSION substantial order.
BWPS is observed to be an ideal system to achieve
operational excellence throughout the enterprise. It helps to ABBREVIATIONS
build culture of continuous improvement. This paper provides
industrial insight and experience of BWPS implementation, BWPS - BorgWarner Production System
which can be applied to implement similar production TPS - Toyota Production System
systems. ITOR - Inventory Turn over Ratio
This framework provides different tools and techniques to
QSB - Quality System Basics
improve organizational effectiveness. It is evident from the
above mentioned competitive advantages that the
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CFT - Cross Functional Team

FMEA - Failure Mode & Effect Analysis
APQP - Advanced Product Quality Planning
FRM - Fast Response Meeting
GSSF - Global Star Safety Framework
LPA - Layered Process Audits
KPI - Key Performance Indicator
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APPENDIX

APPENDIX 1: STRUCTURE OF EARLIER BWPS MODEL

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APPENDIX 2: SUGGESTION SCHEME PROCESS FLOW DIAGRAM