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BTOES Insights Official
November 08, 2016

CASE STUDY: Operational Excellence Award Winner PACCAR

PACCAR is a global leader in the design, manufacture and customer support of high-quality premium trucks.

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Project: Kenworth Paint Preparation Kaizen

Strategic Objectives and Scope

PACCAR is a global technology leader whose principal businesses include the design, manufacture and distribution of high-quality commercial vehicles. It also provides financial services and information technology and distributes truck parts related to its principal business.

PACCAR and its employees are firmly committed to strong, quality growth and are proud of producing 69 consecutive years of net profit. The embedded principles of integrity, quality and constancy of purpose continue to define the course in PACCAR’s operations. Environmental responsibility is one of PACCAR’s core values and PACCAR is recognized as a global environmental leader.

PACCAR has made major advances in the reduction of packaging material, such as cardboard and wood, in its manufacturing facilities through the implementation of recyclable, returnable containers. Since 1996, PACCAR has eliminated over 650 pounds of dunnage material for every vehicle it has built in North America by utilizing improved packaging techniques and coordinated logistic programs with suppliers. Recently, all of PACCAR’s manufacturing facilities in Europe and North America earned ISO 14001 environmental certification.

In March of 2007, the Kenworth Chillicothe plant was experiencing a 28% rework rate in the paint department. This not only had a negative impact on capacity and the labor efficiency of the plant, but the additional painting resulted in increased greenhouse gas emissions and unnecessary solid wastes disposed in landfills, which is inconsistent with PACCAR’s commitment to environmental stewardship. I

n order to address the high rework rate and reduce the impact on the environment, a kaizen event focused on the paint preparation area was initiated and a team of process experts was formed to reduce waste. This cross functional team included technicians from Paint Prep, Supplier Quality, and Cab/Sleeper Build areas of the plant in cooperation with plant management and engineers to support the concentrated efforts of the team. The objectives of the project were to identify and improve key process input variables causing the high rate of repainting hoods, cabs, and sleepers in the paint process. The project objectives are outlined below:

  • Reduce Main Paint defects 27%.
  • Reduce Hood work in process at Paint Prep 68%.
  • Reduce hood repaints 42%.
  • Reduce conventional cab repaints 24%.
  • Reduce sleeper repaints 58%.
  • Reduce environmental impact.

The project typifies Kenworth Chillicothe’s commitment to environmental stewardship and was successful in achieving the objectives. The success of the project has been noted and benchmarked by other PACCAR facilities with similar kaizen events within their respective paint prep areas. Additionally, key information for the improved filtration system in the cab wash process has been 2008 Global Six Sigma & Business Award 2 supplied to other PACCAR sites who share similar washer equipment. The ensuing narrative tells the story of how Kenworth Chillicothe’s Paint Prep Kaizen Event unfolded and led to the reduction in repaints, which reduced greenhouse gas emissions and waste to landfill.

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These exclusive Award-Winning Case Studies, representing the very best uses of Operational Excellence practise are taken from The Global Six Sigma Awards. The Awards took place in conjunction with the Global Lean Six Sigma and Business Improvement Summit, and quickly became the industry’s most prestigious program. The Business Transformation & Operational Excellence World Summit has since taken over the Awards - to learn more, and see if your organization is suitable to attend, please visit the official Business Transformation & Operational Excellence Awards website.

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