Automotive Manufacturing

Operate at peak performance while addressing the top challenges shared by OEMs and automotive suppliers.
Automotive manufacturing is an intensely competitive business with complex concerns unlike those of any other industry. The drive to protect profitability compounds the pressure for tier suppliers, the supply chain, and OEMs alike, compelling manufacturers to maximize quality and operational efficiency.

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Trusted by:

Allison Transmission
American Axle Manufacturing, AAM
Dexko Global
Maclean Fogg
Sensata Technologies
Shiloh Industries
Wabash National

Toward Zero helps you meet automotive industry concerns head-on so your business can achieve the high-performance targets required to satisfy customers, win new business, and do more than operate profitably.

Nearly every company in the automotive sector — car manufacturing, automotive parts manufacturing, commercial vehicle parts manufacturing, and tire manufacturing — faces complex quality and performance demands:

  • Operate at peak performance
  • Boost problem solving capabilities
  • Address customer-specific requirements
  • Navigate complex and redundant quality management systems (QMS) requirements
  • Apply collaborative and effective product development methods and solutions
  • Protect against loss of experience as highly skilled workers retire

Whether you’re poised for the next stage of the performance race, or seeking crisis management to bring quality and operations up to contract standards, we have proven experience, methods, and solutions to meet your goals.

Toward Zero helps you build on what you and the automotive industry has already achieved – some of the highest quality levels in the industry, record vehicle volumes, and a vision to meet ever-increasing quality and performance demands. With us, you can win despite the complex pressures in automotive manufacturing today:

  • Eliminate the merry-go-round of continually addressing the same problems
  • Empower leadership and the workforce to cultivate and achieve a culture of quality
  • Leverage existing IT and new solutions for effective root cause analysis and problem-solving
  • Evaluate and prioritize operational efficiency opportunities
  • Increase problem-solving capabilities to manage, monitor, and respond to quality-related events
  • Standardize and institutionalize processes and systems to meet disparate quality management system (QMS) requirements
  • Apply a Quality 4.0 approach to manage customer expectations and relationships
  • Forge a collaborative partnership between product development functions and manufacturing operations
  • Collect and democratize data from manufacturing equipment and processes to contribute to Design in Quality, Design for Manufacturability and Design for Six Sigma
  • Establish processes and systems to capture and apply tribal knowledge from retiring workforce to ease or eliminate the impact of loss of experience
  • Help you choose the right technologies to serve the business while attracting younger, digitally savvy workers

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Every automotive manufacturing company experiences and responds to industry pressures differently. Toward Zero helps you run operations profitably and position your organization for competitive advantage.

Car and light truck manufacturing, automotive parts manufacturing, commercial vehicle parts manufacturing, and tire manufacturing have vastly different pressures, resources, and capabilities.

Tier 1 Automotive Suppliers

Most Tier 1s worry about the supply chain and their ability to get the right parts and raw materials needed at the right time, in the correct quantities, and at the right price to meet their own CSRs. Adding to the pressure, OEMs have reduced the number of Tier 1 vendors to favor larger, more tech-ready companies with global manufacturing capabilities. That means the typical Tier 1 enjoys a more balanced book of business than other automotive suppliers, but at a steep price. Customer service requirement variations among the many OEMs drive up complexity and cost. While quality is critical to every OEM’s business, unique customer service requirements also contribute to competitive advantage. For Tier 1 suppliers, the complexity associated with OEM CSRs can be quite difficult.

Job Shops

Job shops that supply Tier 1s and Tier 2s might be cash-constrained and lack the resources to implement quality, MES, production scheduling, and other critical solutions they need to meet customer and regulatory requirements. They may also lack the continuous improvement focus needed to keep pace and compete effectively. These automotive manufacturing companies are likely overwhelmed by the complexity of multi-level CSRs and struggle to keep pace with volume and quality demands.

Automotive OEMs

Despite their size and ability to implement modern solutions, even OEMs worry about the implications of not meeting today’s top challenges head on, particularly where less-than-exceptional problem-solving impacts customer expectations and relationships. Focus on the shifting regulatory environment may mean they have to reconfigure the supply chain. A possible shift in the economic climate, shifting brand loyalty, variable supply of used vehicles, and rapidly changing consumer preferences all mean that car makers must do everything possible to protect the brand, respond to demand changes, and ensure profitability.

Meet the Toward Zero Automotive Manufacturing Experts

 

Steve Smith

Steve Smith

Senior Vice President

» BIO AND CONTACT

Steve Smith

Steve Smith

Senior Vice President

» BIO AND CONTACT

As a business process optimization and change management executive, Steve Smith has excelled in both corporate leadership and consulting roles within multiple industries, including food and beverage, medical device, pharmaceutical and aerospace industries. Since 2016, Steve has served Toward Zero as Senior Vice President, driving significant and sustainable increases in operational efficiencies and productivity. Especially skilled at building buy-in and support for process improvement and change initiatives, Steve creates a team atmosphere that engages all stakeholders.

Pat Hatem

Pat Hatem

Vice President, Advisory Services

» BIO AND CONTACT

Pat Hatem

Pat Hatem

Vice President, Advisory Services

» BIO AND CONTACT

For over 30 years, Pat Hatem has been a change agent helping companies apply continuous improvement.  Throughout her career, she has inspired and motivated teams to align culture, processes, and technology, and achieve business results through operational excellence.  Her particular expertise spans business process, supply chain, strategy, MOM/MES, ERP, and quality, and she has deep manufacturing experience in consumer goods, chemical, and plastics.

Pat has held strategic and leadership roles in operations, supply chain, purchasing, strategy, process improvement, project management, process engineering, research and development, and environmental for prominent industrial organizations that span CarbonLite, Bemis Manufacturing, Diversey (formerly a division of SC Johnson), SC Johnson, The Dial Corporation, Abbott Laboratories, and Olin Corporation.  Pat is a Six Sigma Black Belt and a Lean Leader; she earned a BS Cum Laude in chemical engineering from Missouri University of Science & Technology.

Sean Lashmar

Sean Lashmar

Vice President, APS Solutions

» BIO AND CONTACT

Sean Lashmar

Sean Lashmar

Vice President, APS Solutions

» BIO AND CONTACT

Sean Lashmar is a finance and supply chain executive with more than 25 years experience in helping companies reach higher levels of business performance. He has zeroed in on improvement opportunities by helping enterprises optimize business processes, achieve better supply chain performance, create and refine S&OP processes, and connect the dots between business objectives and execution at the operations level. He has spent the last 16 years partnering with manufacturing executives so their companies can capture the promise of operational excellence.
Doug Granitz

Doug Granitz

Vice President, Consumer Products

» BIO AND CONTACT

Doug Granitz

Doug Granitz

Vice President, Consumer Products

» BIO AND CONTACT

For over 25 years Doug Granitz has been leading and delivering top-line net revenue/market and bottom line EBIT/cashflow performance and sustainable growth. As a seasoned senior executive with extensive sales and marketing, operations, finance, supply chain, quality assurance/regulatory, human resource and labor expertise in the U.S. and the global marketplace, Doug brings a dynamic and comprehensive perspective to businesses. With near native Portuguese and high fluency in Spanish, Doug has proven global leadership in the CPG and ingredients industry, leading highly successful greenfield, turn-arounds, and growth focused business development in the U.S., Latin America, Brazil, and Asia. As Vice President of Consumer Products, Doug provides a wealth of relevant, best practice, end-to end holistic performance and go-to-market insights to build, scale, shepherd and optimize a culture of excellence across the organization and marketplace, to support the delivery of high levels of ROI and FCF, customer retention and market share growth.

Can an OEE system help you overcome operational challenges?

  • žš’Reduce planned and unplanned downtime
    Increase throughput
    Improve quality
    Provide quick, easy performance metric
    Create starting point for uncovering reasons for performance loss
    Support continuous improvement
    Rally team members around performance objectives
    Establish common ground for best practice sharing
    Benchmark plant or enterprise performance

Request a OEE value assessment, and we’ll provide you with:

  • Detailed questionnaire specifically designed for your industry
    60-minute consultation with an operations improvement expert to understand your specific needs and environment
    Custom report with value estimates by category, and recommendations for order of priorities
    30-minute consultation with your operations improvement partner to discuss report findings and answer your questions
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