End-to-End Process Optimization for Vehicle Upfitting

RPM proposed two senior operations experts and two industrial engineering resources on-site, with support from up to four additional industrial engineering resources working remotely for a 17-week project. RPM divided the challenge into three complementary work streams:

Training:

• 5S workshop with 1S "homework"

• 7 forms of waste workshop

Special cause management:

• Introducing the RPM Special Cause Visual Management System

• Identifying and addressing special cause issues with permanent corrective actions

Managing Daily Improvement (MDI):

• Implementation, training, and execution of the MDI process

• Early Genba walks with attendant observations and reactions

• Visual management, daily accountability meetings, leader standard work

Operations Value Stream Mapping: RPM recorded and documented the as-is process on the shop floor, then applied Industrial Engineering methods to inform a to-be recommendation. The team mapped existing state without bias, identified sub-optimal flow, waste, and non-value-added work, and designed an ideal future-state value stream map. Emphasis was on flow rather than discrete production processes, and on lean systems rather than isolated process improvements — ensuring that MDI routines would sustain the improvements and prevent waste from returning.