Search Results

As we approach the year 2000, it is not going to be possible for automotive suppliers to survive by just improving. The OEM focus during the 80's have forced most suppliers to take action in their companies which has resulted in some quality improvements. However, during the 90's, in order to be world leaders, the supplier must improve at the maximum rate of improvement. Both OEM and supplier companies are not able to do this due to significant barriers and obstacles which must be overcome. The solution is development of a fast pace continuous quality improvement culture. Zexel-Gleason, Inc. encountered barriers such as functional, educational, business as usual, lack of customer driven focus, and personality conflicts. With management's leadership/involvement and pull through employee participation, a fast pace continuous quality improvement culture has evolved.

As the automotive industry establishes itself for a global position in respect to Cost and Quality, the supplier industry must follow by making quantum cost reductions and quality improvements. Zexel-Gleason, Inc. manufactures a unique TORSEN1 traction differential system. Drastic cost reduction was the only way to improve competitive position and increase sales. As part of an overall product cost reduction project, a long term component supplier was given an opportunity to reduce cost which was not accomplished due to the culture barrier of “business as usual.” Zexel-Gleason selected American Turned Products (ATP) as the new supplier for the Journal Pins used in its TORSEN T1 product. This paper covers a unique customer/supplier partnership which has developed between these two companies. Both Zexel-Gleason and American Turned Products have benefitted. These benefits are presented in this paper.