TEREX
SITE VISIT
27
DECEMBER 2013
ACT
Terex Waverly’s transformation to lean
is almost complete, although with this
manufacturing process, lean is never
finished, according to Dan Slater, vice
president/general manager, Terex
Cranes North America.
of quality assurance is a good design.”
He points to a ‘Graveyard of Issues’
bulletin board that shows quality issues
that are now dead.
“Quality starts with a good design and
good suppliers,” he said. “One of the lean
manufacturing disciplines is that you build
in quality, not inspect it in.”
Each crane that is ordered starts with a
serial number and a Green Book, which
contains a paper trail of the assembly of
the machine.
“The Green Book is a machine’s assembly
log,” he said. “The size of the Green Book
has doubled and even tripled over the
years because of our quality system.”
Another large-scale improvement
instituted by the Quality Team dealt with
paint quality. Using warranty feedback
and VOC information, it was assessed that
corrective action was needed.
“We didn’t have consistency in our paint
performance,” said Hovanec. “We did a
lot of research and testing and came up
with a solution to use one suppler, Valspar,
for all our paint, both powder and liquid.
We’ve seen marked improvement in
our corrosion resistance. Our new paint
mixture was enhanced five times for its
corrosion resistance. The performance of
our paint is much, much better.”
The Quality Team assesses every part
and parcel in the cranes produced in
Waverly. “It’s a never-ending process,”
Hovanec explained.
Response to the evolution of the Waverly
facility has been altogether positive,
although there’s much more to be done,
Slater said.
Leaders of the Terex Waverly Quality Team
include Lee Linderkamp, senior quality
engineer; Andrew Hall, quality manager;
and Mike Hovanec, director of purchasing/
quality. This team tracks deficits from the
moment they are reported until they are put
to rest in the ‘Graveyard of Issues.’
“This company used to be one in which
the factory told the users what they
needed, and we’ve flip-flopped that,” said
Slater. “We now focusing on several new
initiatives, one, which is enhancing service
and providing customer quality; and two,
reducing complexity.”
Take booms, for instance. The company
produces 35 to 40 different types of
booms. Right now he has assigned a team
to look at booms and assess how to reduce
the amount and complexity.
“We will ultimately reduce what we offer
but it will be what the market wants and
needs,” he said. “We want to be easier to
do business with.”
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