quality first – manufacturing execution system (mes)
DESCRIPTION
TRANSCRIPT
LMS
Manufacturing Execution System (MES) controls all assembly processes and ensures process control, complete traceability, quality gates and record retention.
Quality First – Quality First – Manufacturing Execution System (MES)Manufacturing Execution System (MES)
LMS
Plant Layout – Key ElementsPlant Layout – Key Elements
Ho
use
keep
ing
Qu
alit
y F
irst
Pla
nt
Lay
ou
t
Lear People
Product Design
Value Stream Mapping
ANDON Lean Layouts One Piece Flow Load Leveling / Line
Balancing (Heijunka)
LMS
• A cornerstone of LMS. VSM was used to understand current flow, identify waste and execute principles to eliminate waste and arrive at the optimum future state.
Plant Layout – Value Stream MappingPlant Layout – Value Stream Mapping
LMS
Plant Layouts – Andon SystemsPlant Layouts – Andon Systems
Stopped module
Materials
Maintenance
Production
Quality
Module Running
Andon communication systems make abnormal conditions immediately visible and apparent. Response systems are developed and adhered to in order to assure quick response and resolution
LMS
Plant Layout – 1Pc Flow / Manage by Takt TimePlant Layout – 1Pc Flow / Manage by Takt Time
Decreasing line Takt time to coincide with customer’s Takt time. Reduce waste by building what is needed when it is needed.
LMS
Plant Layout – Plant Layout – Level Loading / Line Balancing (HeijunkaLevel Loading / Line Balancing (Heijunka))
Heijunka allows the set up of robust flexible operations that optimize labor using strategic buffering and level loaded schedules to balance the work load.
Plant 2 Front Line - AFTER
0.00
10.00
20.00
30.00
40.00
50.00
60.00
10 20 30 40 50 70 80 90B 100 110 130 140 150 160 170 180 190 200 220 230 240 270 290 300 310 350 380 390 410 420 430 440 450 460 480 500 520 530 540 560 570
Stations
Tim
e [se
c.]
Weighted Average [Sec.] @ 65 JPH
TAKT TIME [TT] = 55.4s (65JPH)
CUSTOMER TAKT TIME [TT] = 57.1s (63JPH)
LMS
Material Flow – Key ElementsMaterial Flow – Key ElementsH
ou
seke
epin
g
Qu
alit
y F
irst
Mat
eria
l Flo
w
Pla
nt
Lay
ou
t
Lear People
Product Design
Lean Containers & Packaging
Plan For Every Part (PFEP) / Plan For Every Station (PFES)
Central Material Storage Pull Systems (Kanban)
LMS
• Another cornerstone of LMS. Right-sized containers is the key enabler of Lean Material Flow and effects the entire value stream. It ensures proper workstation design and layouts which optimizes value added labor, freight and protects product
Material Flow – Lean Containers & PackagingMaterial Flow – Lean Containers & Packaging
Understand TheTRUE COSTS
Of Incorrect Packaging
LMS
ValueStream
Line SidePresentation
Ergonomics
Health & Safety
Indirect
Labor
Tran
spor
tatio
nA
nd S
hipp
ing
Lost
Cyc
les
Material
Flow
LaborEfficiency
Material
Storage
We Must Understand TheTRUE COSTS
Of Incorrect Packaging
Packaging Effects the Total Value StreamPackaging Effects the Total Value Stream
Material Flow – Lean Containers & PackagingMaterial Flow – Lean Containers & Packaging
LMS
Tool and process used to determine flow rates, storage and delivery systems and line side presentation requirements. Designing stations from operator out to ensure operator success
Material Flow – Material Flow – Plan For Every Part / Station (PFEP / S)Plan For Every Part / Station (PFEP / S)
L W H
1 Latch ASM - Floor, O/B, 2RS, 60% LH, 920 L0033097AF,01 BAE 24 Returnable 12 15 10 2400 480 20 2 60 3 4 120 5 24 720 30 48 11 Latch ASM - Floor, I/B, 2RS, 60% LH, 920 L0033099AF,01 BAE 15 Returnable 12 15 10 0 0 2 0 0 4 0 2 24 0 0 48 01 Latch ASM - Floor, O/B, 2RS, 40% RH, 920 L0033100AF,01 BAE 24 Returnable 12 15 10 0 0 2 0 0 4 0 2 24 0 0 48 02 Cable ASM - Latch Synch, 2RS, 40% RH L0033114AD,01 Capro 150 Returnable 32 15 8 0 0 2 0 0 4 0 2 24 0 0 18 02 Cable ASM - Latch Synch, 2RS, 60% LH L0033115AD,01 Capro 135 Returnable 48 15 8 0 0 2 0 0 4 0 2 24 0 0 18 02 Cable ASM - Synch 40% I/B Master L0064674AD,01 Capro 145 Returnable 48 15 8 0 0 2 0 0 4 0 2 24 0 0 18 02 60% I/B MASTER SYNCH CABL L0064675AE,01 Capro 135 Returnable 48 15 7.5 0 02 Cable ASM - Floor Latch Release O/B 40%/60% L0064677AC01 Capro 290 Returnable 32 15 8 0 0 2 0 0 4 0 2 24 0 0 18 02 Cable ASM - Floor Latch Release I/B 60% L0064682AC,01 Capro 290 Returnable 32 15 8 0 0 2 0 0 4 0 2 24 0 0 18 0
Part Delivery Inventory control - SupermarketInventory Control - Line Side
Station #
PDM #Color Code
Supplier/Container Usage
Container SizeAvg Wkly
Usage (830)
Avg Daily
Usage (830/5)
Cntnrs per day
Part Information
Super Market (Y/N)
Min. Inv.
Hours on
hold
Station side inventory
SupplierStd
PackStd.
Cntnr
Cntnr Retrn
or Expnd
Row Part Description
Max Inv.
Hours on
holdMin Inv.Min
ContnrMax Inv.
Max Contr
Bulk / Supermarket
Storage
Bulk Storage for Supermarke
t
Station side inventory
Max Inventory Hours OH
~ Include Safety Stock
Max Inv.
Max Cntnr
Cntnr per
pallet# of
Spots
LMS
Controls Inventory. Inventory costs and abnormal conditions are made visible and immediately dealt with.
Material Flow – Central Material StorageMaterial Flow – Central Material Storage
LMS
Material Flow – Pull Systems (Kanban)Material Flow – Pull Systems (Kanban)
Pull systems are employed to regulate production flow. Tuggers are used to deliver sequenced parts. This levels production, materials flow, operator flow and controls inventory
LMS
Advancing RelentlesslyAdvancing Relentlessly
LMS
Not an event – a way of life Total culture change – workforce engagement is
criticalPeople are resistant to changeLinking Lean with headcount reduction (Lean is Mean)Comfort level with excess inventory – hidden waste
Has to be supported and embraced by all levels of management (Top Down Driven)
Transformation must be systematic & disciplined
What have we learned?
LMS
Create a critical mass of knowledgeTraining, training and more trainingMessage and training must be consistentFollow up and redirect when necessaryReplicate learning's
Focus on improving operations first 2 key elements:
Value Stream Mapping – learning to seeMaterial flow – driven by packaging
Acknowledge success and celebrate.
What have we learned?
LMS
The Trap! Connecting The Dots• Pull Systems• Window Receiving• Window Shipping• Point Of Use Delivery• Milk Runs• Kitting & Sequencing• Dolly Exchange• Electronic Kanban• Kanban Cards• Standard Delivery Routes• Buffering Strategy• Small Lot Production• Small Lot Containers• Standardized Work• Leveled Mix• Five ‘S’• Audio & Visual Controls• Andon System• Error Proofing• Fixed Position Stops• Decoupling• Self Direct Work Groups• TPM• Quick Changeover
Event
Project
Blitz
Blitz
Project
Pockets of SuccessMarginal Progress
Short Term Approach
TotallyIntegrated
SystemApproach
What have we learned?
LMS
Dir
ect
ExecutiveSteering
Committee
Provide Strategic Direction Provide Resource Make Decisions Meet Regularly Guide Deployment
Pla
n
HeadquartersLean Support
Team
Provide Tactical Direction Coordinate Planning Develop Training Material Coordinate Training Develop Operating Standards Provide Lean Expertise Support Implementation Assess Progress
Imp
lem
en
t
Plant LeanFacilitators
Develop & Integrate Plans Execute Plans Conduct Training Assist Implementation Lean Resident Resource Conduct Assessment Process
• Established structure to drive implementation and a common approach.• Drives accountability by assigning responsibility.
LMS Deployment StructureLMS Deployment Structure
LMS
• Lean Facilitator Training– 3 weeks training
• 1 week/month• Application of elements learned in week one reviewed in week 2 (week 2 in week 3)
– Candidates from all Lear facilities– Mentored, monitored and reviews with Lean Master– 30 elements applied to Project Area– Certification following completed Project Area
• In-Plant Training– Kaizen events used to teach and apply– Events held by Plant Lean Facilitator and or Lean Master– Training records maintained by plants
Lean FacilitatorsLean Facilitators
Provides consistency throughout Corporationwhile ensuring correct usage of tools andtechniques for optimal resolution
LMS
Week 1 Training
7 Wastes
Value Stream Mapping
5S
Ergonomics
PFEP/ PFES
Week 2 Training
Packaging
Pull Systems
Load Leveling
Andon
Week 3 Training
TPM
SMED
Poka Yoke
PDCA
Week 1 Week 5 Week 9Week 7 Certification
Week 1 Deliverables7 Wastes Examples
Initial Lean AssessmentBefore Pictures
5 S Workshop & MatrixErgo Kaizen & Matrix
PFEP / PFESCurrent State Map (begin FSM)
Current LayoutUpdate Lean Assessment
Week 2 DeliverablesCurrent State Map
Updated Future State MapApply PFEPApply PFES
Pull System w/ Pictures% Loading Chart & Matrix
Top 3 Packaging Business CasesUpdated Layout
Update Lean Assessment
Certification DeliverablesUpdated Layout
Optimized Lean Layout (Flow)Apply TPM
Apply SMEDPDCA Workshop & Matrix
Completed PlanLean Assessment
Plan For Each PlantClose all matrix items
Certification Presentation
Week 3
Lean Facilitator TrainingLean Facilitator Training
LMS
Lear Internal Project Tracker (LIPT) allows all employees access to all projects
Notification set to Plant Champions when projects are deemed to have “Leveragability”
Project Leveraging and SharingProject Leveraging and Sharing
LMS
President’s Operational Excellence Award
Measuring ROI Through Tailored MetricsMeasuring ROI Through Tailored Metrics
Drives plant accountability
Evaluates plants on common criteria
Points Points Points Points Points Assessment Score: Available Awarded Awarded Awarded Awarded
Q1 Q2 Q3A. Planning and Training
1. Strategic Planning2. Training3. Workshops
B. Continuous Improvement Projects1. Technical Merit & Control2. Leveraging Improvement
C. Plant Operations1. World Class Housekeeping2. Plan For Every Part3. Supermarkets4. Pull Systems5. Visual Management6. Value Stream Mapping7. Labor Optimization8. Total Productive Management
D. ResultsPlant PerformanceContinuous Improvement MetricsCustomer Dissatisfaction Issues
Q1 Q4Q2 Q3
Q4
President's Operational Excellence Assessment
Plant NameSummary - 2008
40.015.025.0
20.0
3.02.0
3.0
2.0
3.02.0
3.02.0
5.020.025.0
15.010.02.52.5
6
Advance Relentlessly
LMS
Continuous Improvement Roadmaps
Measuring ROI Through Tailored MetricsMeasuring ROI Through Tailored Metrics
Identifies projects and priority (C&E matrix)
Encourages creativity vs capital investments
Whitby, Canada Plant
CY2003 SSD Continuous Improvement Incremental Project Chart(US$ Hard Savings Only)
Ergonomic
Black Belt / Resource
Project ID #or Tracking #
Type of Savings
(SS, VA, PP) Hyperion Code Project Description Status Start Date Finish Date
Est Ann. Hard
SavingsEst Ann.
Soft Savings
Guta, Eva/ Vozza Frank20024742A7T SS ssrisk Velcro Removal on Builds IPW 31-Mar-01 01-Jan-03 - Hunt, Joe SS ssc S&A Lear Dr. IPW 31-Dec-01 01-Jan-03 65,000 Vozza, Frank 200011DOP SS ssc Scrap Reduction IPW 02-Jan-03 01-Jan-03 65,000 Vozza, Frank 20012281DDP SS ssnon Optimize Energy Mngtmt LI 03-Jan-03 01-Jan-03 25,000
Chadwick, Chris 20001897D1P SS ssrisk Live Unload/ Load Optimization IPW 15-Jun-02 01-Jan-03 - Chadwick, Chris 2002.0742AT SS ssnon Buick Forklift Optimization LI 06-Jun-02 01-Apr-03 95,292 Chadwick, Chris 200298976AT SS ssnon Chevy Forklift Optimization LI 06-Sep-02 01-Apr-03 95,210 Chadwick, Chris PP pprisk Transfer Station LI 06-Sep-02 01-Jan-03 - Plant PP ppnon Direct Labour ( 20 ) Dec. 02 01-Jan-03 615,186 Plant PP ppnon Direct Fringes Dec. 02 01-Jan-03 337,737 Plant PP ppnon FGI System- Direct Labour (7) 01-Jun-03 01-Jul-03 103,534 Plant PP ppnon FGI System - Direct fringes 01-Jun-03 01-Jul-03 56,839 Plant PP ppc Worker's Compensation Dec. 02 01-Jan-03 193,548 Plant PP ppc Recruiting/ Training Dec. 02 01-Jan-03 32,258 Plant PP ppc Other Materials / Supplies Dec. 02 01-Jan-03 69,661 Hunt, Joe va varisk Chevy RSC Drawstring LI 04-Feb-02 28-Feb-03 - Hunt, Joe SS ssrisk Headrest Tubes During Inversion IPW 15-May-02 12-Dec-03 - Hunt, Joe va vanon Towel Bar Weld Process/ JRM Tube IPW 12-Feb-02 03-Jan-03 16,000 DMChadwick, Chris 2002867A15T SS ssnon Intermodal Transportation IPW 12-Feb-02 01-Mar-03 220,000 Chadwick, Chris 20024735D5P SS ssc GMX 367 Packaging- Lear Maple IPW 01-Aug-02 01-Oct-02 38,341 DMChadwick/ Hunt 20024735D5P SS ssc Camaco Milk Run IPW 15-Nov-02 03-Jan-02 216,200 Chadwick/ Hunt 20024735D5P SS ssc Sur Flo 367 Container Optimization IPW 01-Sep-02 20-Dec-02 68,000 DMChadwick/ Hunt 20024735D5P SS ssc Kitchener 367 Container Optimization IPW 01-Sep-02 20-Dec-02 7,800 FRTChadwick/ Hunt 20024735D5P SS ssrisk Camaco 367 Container Optimization IPW 01-Sep-02 20-Dec-02 - Chadwick/ Hunt 20024735D5P SS ssc Modineer 367 Container Optimization IPW 01-Sep-02 20-Dec-02 137,968 FRTChadwick/ Hunt 20024735D5P SS ssc Brown Container Optimization IPW 01-Sep-02 20-Dec-02 122,522 FRTChadwick/ Hunt 20024735D5P SS ssnon Mold Plas 367 Container Optimization IPW 01-Sep-02 20-Dec-02 67,017 Chadwick, Chris 20024735D5P SS ssnon Flow Rack System IPW 02-Oct-02 01-Jul-03 100,000
Chadwick, Chris 2001731FFID SS ssnon Buick Armrest remove Paint-Fixed IPW 01-Sep-02 01-Feb-03 10,636 Chadwick, Chris SS ssnon Chevy Headrest Bags IPW 01-Dec-02 01-Jun-03 70,000 Norman/Salwonchuk SS ssnon Cycle Count Process IPW 01-Sep-02 01-Mar-03 35,000 Hunt/ Tonner/Vozza 2002971B7ET SS ssnon Lear Grand Rapids Track Optimization IPW 31-Dec-01 125,000 Chadwick, Chris PP ppc Inbound Freight - Grand Prix IPW 01-Jan-01 25-Jan-03 - Plant PP ppnon Inbound Freight - Grand Prix ( FEB) IPW 01-Feb-03 22-Feb-03 - Mullin/ Johnston 200381444AP SS ssc Tears/ Rips 367 FSC IPW 14-Nov-02 17-Feb-03 - Naugle/ Huff 2002633DC4P SS ssc 70% Rear Door Scuff Reduction IPW 14-Nov-02 13-Jan-03 - Plant PP ppc Irvin Freight Save 15-Nov-02 17-Feb-03 321,449 FRT
Plant N/A SS Six Sigma Forecast AdjustmentPlant N/A VA VA/VE Forecast AdjustementPlant N/A PP Plant Performance Forecast Adjustment
Plant N/A SS ssunid Six Sigma Unidentified TaskPlant N/A VA vaunid VA/VE Unidentified TaskPlant N/A PP ppunid Plant Performance Unidentified Task
Plant N/A SS Six Sigma Contribution (Reserve Usage)Plant N/A VA VA/VE Contribution (Reserve Usage)Plant N/A PP Plant Performance Contribution (Reserve Usage)
3,310,198 -
Hyperion Codes: Status Column Legend:ssC Six Sigma New Implemented D = Define Phase VAI = VA internal
ssnon Six Sigma New Non-Implemented M = Measure Phase VAE = VA external, (came from a mega list)ssrisk Six Sigma New Risk in Forecast A = Analyze Phase SSE = generated from SSE workshop
ssunid Six Sigma Unidentified Task I = Improve Phase LE = Lean work shopvaC Va/Ve Implemented C = Control Phase KS = Generated from Knowledge swap
vanon Va/Ve Non-Implemented Completed LI = Leveraged in from another plantvarisk Va/Ve Risk in Forecast X - Canceled LO = Leveraged out to an other plant
vaunid Va/Ve Unidentified Task PW = Generated from In Plant work shopppC Plant Productivity Implemented
LMS
Lean Assessment
Measuring ROI Through Tailored MetricsMeasuring ROI Through Tailored Metrics
Drives one Lean culture.
Plant Date
Sec # ScoreA1 3.1A2 2.7A3 2.5A4 2.7A5 2.8A6 3.0A7 2.3A8 3.0A9 3.0
A10 3.1A11 3.2A12 3.1A13 2.6A14 3.9A15 3.4
Goal Actual
Lean Assessment Summary
Andon
Workplace OrganizationAudio & Visual ManagementOperation Certification & SupportInternal Pull & Material Conveyance
5-Oct-2007
External Pull & Transportation SystemCentral Material StorageLean Containers & Packaging
ASSESSMENTSCORE
In-Process Quality Verification
3.0
LORDSTOWN
Standardized Work
2.00
63
Error Proofing / Poka-YokeQuick Changeover (SMED)
Section
Continuous Improvement Process (Kaizen)Problem Solving (PDCA)Total Productive Maintenance (TPM)
1.87
63
0..53
Inventory Turns
Hours / Vehicle set 0.77
Days on Hand
Lean Assessment Summary
0.00.51.01.52.02.53.03.54.0
Section
Sco
re
LMS
Value Stream Mapping Current vs Future State. VA vs NVA via Value Added % (DOH vs VA hours) Identifies and eliminates constraints and waste in process to
optimize flow Blackbelt projects identified.
Value Stream MappingValue Stream Mapping
LMS
Extended VSM From Supplier to customer Packaging, freight and inventory levels Warehousing Optimal manufacturing targets.
Value Stream MappingValue Stream Mapping
Fonseca, Arg SUV, UUV & TrucksLeather DOH - 3 daysFrqncy - 1 X per week Value - $ 235.6K6515 miles Frqncy - 3 X per weektrans time - 12 day Wkly Frgt - $ 4.3K Transit time - 38 hrscost of trip - $4810 Value in Trans - $118 K Cost per trip - $1437
dist. - 898 miles GroundFrqncy - 3 X per week
1st & 2nd RowsDOH - 1.8 daysValue - $ 313.2KFrqncy - 15 X per week
El Paso, Tx Wkly Frgt - $ 50K Transit time - 7 daysLeather Value in Trans - $1,219K Cost per trip - $2615
Frqncy - 4 X per day dist. - 2036 mls (566) Rail &Ground21 miles Frqncy - 15 X per week
trans time - 1/2 daycost of trip - $15
PcsOH - 190,407Value - 2,922,747
El Paso, Tx 1st, 2nd &3rd RowsLaminate Fabric DOH - 1 daysFrqncy - 2 X per day Value - $242.8K25 miles Frqncy - 8 X per weektrans time - 1/2 day Wkly Frgt - $ 25.6K Transit time - 6 days
cost of trip - $65 Chicago Value in Trans - $1,457K Cost per trip - $2256dist. - 1632 mls (162) Rail &Ground
Frqncy - 8 X per week
S. Teresa, NM Milliken - El Paso 4.1 days $466,902Laminate Fabric Foamex/Guil - S. Teresa 5.3 days $82,568Frqncy - 1 X per day Foamex/CGT - S. Teresa 9.1 days $31,05930 miles Foamex/Ath - S. Teresa 3.9 days $172,810
trans time - 1/2 day Eagle Ott. Fonseca - ARG 9.7 days $297,564 4.5 days on hand 1st & 2nd Rowscost of trip - $40 Eagle Ott. Jarudo - Mex n/a days $3,456 229,331 pc on hand DOH - 2.4 days
Eagle Ott. Bermudez - Mex 2.6 days $3,025 daily $OH - 3,476K Value - $ 256.8KSeton - El Paso 3.0 days $237,843 45,480 container/day Frqncy - 6 X per weekLear Carlisle - Carlisle PA 7.8 days $183,617 60 shipments /week Wkly Frgt - $ 18K Transit time - 6 daysCGT - Brandford, ONT 17.2 days $2,338 64,505 sq. ft Value in Trans - $647K Cost per trip - $2348Athol - Butner, NC 17.4 days $24,064 $27.1K monthly lease dist. - 1770 mls (300) Rail - Ground
Hrly cost -$4,275/week Frqncy - 6 X per weekS. Teresa, NM $1,505,246 Sal cost - $1,250/weekLaminate VinylFrqncy - 1 X per day30 miles
trans time - 1/2 daycost of trip - $10
1st & 2nd RowsDOH - 2.0 days
PcsOH - 38,924 Value - $147.8KS. Teresa, NM Value - 555,405 Frqncy - 7 X per weekLaminate Vinyl Wkly Frgt - $ 23.8K Transit time - 6 daysFrqncy - 1 X per day Value in Trans - $443K Cost per trip - $237730 miles dist. - 1785 mls (315) Rail - Groundtrans time - 1/2 day Frqncy - 7 X per weekcost of trip - $111
1st, 2nd &3rd RowsDOH - 1.5 days
Brampton, ON, CA Value - $ 311.9KFlatstock vinyl Frqncy - 12 X per weekFrqncy - 2 X per week Wkly Frgt - $ 39.3K Transit time - 6 daysmode - truck (Milkrun) Value in Trans - $620K Cost per trip - $25321979 miles dist. - 1516 mls (46) Groundtrans time - 3 day Frqncy - 12 X per weekcost -$3500 + $65
Carlisle, PA 1st, 2nd &3rd RowsCarpet DOH - 1.8 daysFrqncy - 4 X per week Value - $ 464.4Kmode - Intermodal Frqncy - 7 X per week2013 miles Transit time - 12 hrstrans time - 7 day Wkly Frgt - $ 15K Cost per trip - $1042cost -$1864 + $65 Value in Trans - $258K Ground
distance - 624 milesFrqncy - 7 X per week
Butner, NCFlatstock vinylFrqncy - 4 X per weekmode - truck (Milkrun)1830 milestrans time - 3 daycost -$3500 + $65
GMT 900 - Tr im - Ext ended VSM (High-Level Cur r ent St a t e)
Ajax
6515 Miles
Columbia City
830
862
830
862
Inventory $
$35,871 / week
66 trips
25 Miles
30 Miles
30 Miles
30 Miles
Freight
Loma Verde
El Paso, TX
Fenton1470 miles
Juarez
various days 4.5 days
21 Miles
La Cuesta
Freight minimal
$1,505,246
1840 Miles
2013 Miles
$3,160,000
1979 Miles
$4,763,285 $2,128,440
1.6 days4.0 days
61 trips
$176,970 / week
Silao
Arlington
Janesville
Rochester Hills
L.Carlisle
Milliken
Athol
Eagle Ottawa
CGT
Foamex/Athol
Foamex/CGT
Foamex/Guil
Seton
Loma Verde - Mat'l
JIT - Materials Deptj
La Cuesta & Juarez - Mat'l
Bulk TrimShipment
Direct Shipment
Reduction of Inventory
Elimination of Landa
Elimination of Loma Verde
Reduce days in loop
Direct Bulk trim shipment
Direct shipment to JIT
Warehouse in Midwest -
Detroit
Inter-modalshipments
Bulk to Arlington
LMS
Results
Lear Montgomery – Assembly Plant of the year – Assembly Magazine