Process Wrapped in 

Leads PRO-TEC’s Qu

Performance Excel

and Innovation 

Process Wrapped in C

Leads PRO-TEC’s Qu

Performance Excel

and Innovation

Eric Franks

T&QA Manager

Eric Franks

T&QA Manager
Why WhyBaldrige Baldrige

Our OurCompany CompanyLessons LessonsLearned Learned

Key Concept

Key Concept

Company CompanyCulture Culture

Learning LearningOpportunities Opportunities

Approach ApproachtotoLeadership Leadership
How We Found B

How We Found B

ISO and QS System ISO and QS System ISO 14001 ISO 14001

Traditional Business 

System Model 

Traditional Business 

System Model

• Root Cause

Analysis

• Interim Act• Corrective A• Systematic

ContinuousImproveme

Continuous 

Improvement 

Business 

Model 

Continuous 

Improvement 

Business 

Model
Where We Are To

Where We Are To

• Root C

Analys

• Interim • Correc• System

ContinImprov

ISO/TS 16949 (auto.)

ISO 17025 (lab)

Continuous 

Improvement 

Business 

Model 

Continuous 

Improvement 

Business 

Model
Our Journey...

Our Journey...

Encouragement Encouragement

Networki

Networki

Benchmarking Benchmarking
• Growth – Looking Back (green)

• Seeking – 1st MBNQA (orange)

• Innovation – BAR (blue)

• KEY: Criteria Scoring Ranges {1-6}

• Growth – Looking Back (green)

• Seeking – 1st MBNQA (orange)

• Innovation – BAR (blue)

• KEY: Criteria Scoring Ranges {1-6}

Maturity Level – KS

Maturity Level – KS

0123456

Associate Quality of

Life [5]

CusTech

Systems Reliability [4]

Good Citizenship [1]

Long-Term Viability

[2]

4

3210
Leips

Leips

19beanmerede

19beanmeresde

Our Compan

Our Compan

1,000,0

1,000,0
Participation in world’s first global p

Participation in world’s first global p

Global Strategy Global Strategy

Impact of Our 

Fleet Life-Cycl

Innovati

0

20406080

2007

2008

2009

Millions of Gallons '

Vehic

Saving

Tankers 

Facility Facility

&&resource resourceinvestment investment

Continuous Continuousimprovement improvementSocial Socialcontribution contribution

Joint Jointdevelopment development
Typical BIW Vehicle Typical BIW Vehicle - ’05 ’08 Mode

08 Mode

Piller: GA 780 & 

980 MPa

Piller: GA 780 & 

980 MPa

Front Side Member: 

GA 590 & 780 MPa

Front Side Member: 

GA 590 & 780 MPa

Typical BIW Vehicle Typical BIW Vehicle - ’05 ’08 Mode

08 Mode

Piller: GA 780 & 

980 MPa

Piller: GA 780 & 

980 MPa

Front Side Member: 

GA 590 & 780 MPa

Front Side Member: 

GA 590 & 780 MPa

AHSS 

& 

UHSS 

Applications 

AHSS 

& 

UHSS 

Applications

Generic Grade Mec

100150200250300350400450500550600650700750800850900

200 250 300 350 400 450 500 550 600 65

TS(M

YP(MPa) C-Mn 

IF

HSLA

IF Re-phos

 Bake Hard

 IF ; JAC270D-F, DDQ, EDDQBake Hard ;JAC270BH, JAC340BH, 180BH, 210BH C-Mn ;JAC270C, JAC390W, JAC440W, JAC590R, CS type BIF Re-phos;JAC340P, JAC390P, JAC440PDual Phase;JAC590Y, JAC780Y, JAC980Y Trip JAC780T HSLA ;GP40XK50, GP50XK60, GP50XK65, GP60XK70

< A

[sinc
Breakthrough Innov

Breakthrough Innov

7.5a2-7 - Breakthrough Innovation - Adaptive Annea

Issue:Chemistry variation causes large variation of mechanical property

Concept:Apply different annealing cycle based on chemistry variation

Developed adaptive annealing cycles with chemistry ranges defined 

by regression equation derived from design of experiment modeling

Example of Stdev. of Tensile Strength (TS) for 590Y (AHSS)

 30% reduction for Standard Deviation of Tensile Strength

Before adaptive annealing: 26 Mpa

 After adaptive annealing: 18 Mpa (Please see graphs)

540560580600620640660680700720

TS (MPa)

Lean 

Before

540560580600620640660680700720

TS (MPa)

Lean 

After

Improved product yield from baseline of <85% (in 2004) to ~95% 

(current) due to reduced material property variability 

Increased capacity to produce 590Y AHSS for new customer applications [4Q'03 2,500 t/mo.>>1Q'07 14,000 tons/mo.]

Replicated approach to 2nd coating line and shared concept with Parents & USS-HDG. Now in 5th cycle of refinement, using same approach with each new 

product develo

pment.
Next 

Challenge: 

Generation of 

Coating Line 

Automation 

Pre-Set 

Values 

Next 

Challenge:

Generation of 

Coating Line 

Automation 

Pre-Set 

Values

7.5a2-6 - Breakthrough Innovation - SPC 

(Technical Innovation & Produ

C

0

20406080

100120140

0 0

Tons/Ft

1st 

C

0

20406080

100120140

0 0

Tons/Ft

C

0

20406080

100120

0 0

Tons/Ft

FB 

Issue: The proliferation of annealing cycles due to the development of AHSS made accurate generation of pre-set values increasingly difficult.

Goals: 1) Decrease the effort required to maintain current pre-set tables2) Increase the accuracy of values generated for temper rolling3) Decrease variability in finished  product4) Provide a model to drive CI in  other processes

Results:1) Replaced look-up tables (about 14,000 lines of code) with  regression models (about 1,500)2) With only original analysis and  one feedback cycle: -Reduced Stdev by avg. of 60% -Increased R^2 by avg. of 245%3) Created toolkit to update  regression equations without  the need to re-do the analysis

Outcomes:Applied approach to all anneal cycles, replicated to 2nd coating line, and shared concept with Parents & USS-HDG Partners. 

B
Customer-Focused 

Customer-Focused 

• Reliable Operations (b

• Improving Quality (re

• Making Difficult Stuff (g

• Reliable Operations (bl

• Improving Quality (re

• Making Difficult Stuff (gr

Customer-Focused Trend

0%

20%40%60%80%

100%120%140%

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

Production / Design Capacity (%) Value-Added PrMilestones Customer Claim

CGL-2 AHSS 7xCE UHSS

Design Capacit
Contributing to a Sus

Competitive Advan

Contributing to a Sus

Competitive Advan

Figure 7.1a1-4 - Relationship of ValueAdded Growth to Improved Proceeds 

(Technical Innovation & Product Dev.)

0 10 20 30 40 50 60

% of Value-Added in Product Mix

 Proceeds per Ton

V-A vs. Proceeds Correlation

Positive Trend Regarding 

Value-Added Differentiation!

Bette

r

Figure 7.1a1-

U.S. HDG Mark(Technical Inno

0

200400600

2002

2003

Tons (x000)

PR

Bette

Indus

Inceptio
Our Culture Our Culture

• Self-directed work team• All Associates are salar• Promotions occur from 

• Self-directed work teams• All Associates are salari• Promotions occur from 
To foster human 

spirit of coopera

technical innovat

betterment of ou

Associates, and c

To foster human p

spirit of coopera

technical innovat

betterment of our 

Associates, and co

Our 

Mission 

Our 

Mission
Vision

BEBE

• Totally committed to 

personal safety and wellness.

• Recognized as industry

technology leader in both

product and process.

• Consistently profitable.

DODO

• Provide on-time delivery 

with world-class quality.

• Develop/maintain worldclass facility and business

systems.

• Maintain high standard for

community citizenship andservice.

• A 

wge

• O

pc

• V

r
Wil

to 

Integrity Honesty

Effective Humility Trust 

Communicator

We abide by the highest 

standard of moral and 

ethical behavior.

There is truth in our 

words and sincerity in 

our actions. We fe

other

Our stakeholders c

rely on us to do th

right thing.

We are confident 

We want to understand and humble.

first and then strive to 

be understood.
Concept of Bounda

Concept of Bounda

Freedom to 

be selfdirected

Freedom to 

be 

innovative

Provide

basis to make 

decisions

“Processes W

Culture” ensure

establishing broa

within which our 

are free to practi

Innova

“Processes W

Culture” ensure

establishing broa

within which our 

are free to practi

Innova
• Reinforce, Encourage,

Reinstruct

• I‐to‐I Methods

• Determine Key Factors

of Engagement

• Resource Experts

(Lifelines)

• Goals/Performance Mgmt.

System

• Balanced Scorecard (Run,

Change‐the‐Business)

• Work the Plan

Associates

Perform

Associates

Perform

Associate

Trained

Associate

Trained

Associates

Improve

Associates

Improve

Right

Associate

Right

Associate
Everyone Is a Le

Everyone Is a Le

Leadership

is safety

Leadership

is safety

Lea

is 

Lead

is 
Leadership Sys

Leadership Sys
Continuous 

Improvement 

and 

Innovation 

Continuous 

Improvement 

and 

Innovation

+ Complexity -

Attributes - Sco

QES, Associate

Orientation, ORA

Technical Training

& Vendor Support

Methods: 

Associate Surveys

& Evaluations Reliability, Safety 

Measurements: 

“Run-the-Business” Balanced Sco

Tools:

Procedure Change Engineering Change 

Examples:

(see Area to 

Address 1.1 

for 

description 

of this 

symbol)

ORA – “We Just

Fix It!”

Subject Matter

Experts (SME)

Decision: 

Associate SME, Department Initiatives (6-D) 

Implementation:

Huddles, 7:15

Meeting / MP2

Staff Meetings, QES,

Bulletins, I-to-I Lite

Knowledge Mgmt. Sharing:

Safety Audits &

Conversations

IP Status Updates

& Outcomes

Evaluation:

I-to-I

Team

Technical

Resources

Associate

Responsibility
Aligning the Organ

from the Top-D

Aligning the Organ

from the Top-D

Key success facto

Mission / Values

(Decades)

Mission / Values

(Decades)

Strategic Position

(10+ Years)

Strategic Position

(10+ Years)

Vision

(10 Years)

Vision

(10 Years)

Key Success Factors Key Success Factors

Change-the-Business

Initiatives

Change-the-Business

Initiatives

Run-the-Business

Initiatives

Run-the-Business

Initiatives

Individual

Projects

Individual

Projects

IPs IPs **IPs = Individual Plans **IPs = Individual Plans

(

W

(
Results Results

• 99% internal • No layoffs

• 99% internal • No layoffs • 0.6% absenteeism • 0.5% turnover • 0.6% absenteeism • 0.5% turnover

• 70% of A

educatio

• 47 degre

working 

• 70% of A

educatio

• 47 degre

working 

• World-class safety

performance

• World-class safety

performance
Ohio Partnership for E

Governor’s Award [Septem

Ohio Partnership for E

Governor’s Award [Septem
Our journey has just begun.... Our journey has just begun....

[April 22, 2008] [April 22, 2008]
BNQP Benefits to Prep

Automotive Downturn Co

BNQP Benefits to Prep

Automotive Downturn Co

Criteria:• Mission, Vision, and core 

values are strategic

• Documented systems, 

processes, & policies

• Communication process with 

two-way information flow

• Deploying strategic planning 

& action plans

• Customer & market focus, 

voice of customer

• Capability & capacity of 

workforce, core competency

• Overall organizational 

business model

Benefits:9 Helps define, perpetuate9 Embraces change & is a 9 Creates boundaries for o9 Allows freedom to prac9 Demonstrates operation9 Gives clear line-of-sigh9 Ensures alignment, inte9 Fulfills vision by chang9 Identifies 1st-to-market 

9 Attains a sustainable co9 Positions for transfer fro9 Determines out-sourced 9 Means to be “audit-rea9 Enhances Stakeholder