Joe Buonodono, Continuous Improvement Manager with Johnson Controls, Inc. (JCI), spoke at the 2014 American Manufacturing Strategies Summit in Chicago, IL. He discussed how to add enterprise-wide value to your organization leveraging JCI’s Triple Certification: Lean, Six Sigma and Kepner-Tregoe.

1. Joe Buonodono
Johnson Controls Inc.
CI Manager, Business Process Improvement
Adding Enterprise-Wide Value to Your
Organization
Organizations can gain a competitive advantage through better engineering,
better innovation and through faster, more effective problem resolution and
continuous improvement efforts. By focusing on the latter, Johnson Controls
has saved millions of dollars. The catalyst is building capability in your people.

2. Discussion Outline
 Introduction of JCI
 JCI approach to building capability in its people
• Leadership Institute training
• KT Practitioners
• Triple certification
 Case studies
 Tangible Results
 Questions

3. Approximately 150,000 employees worldwide
Three main businesses: Building Efficiency, Automotive Experience and
Power Solutions
Brief Background of Johnson Controls
Johnson Controls celebrates 125 years of
making buildings more energy-efficient for
its customers. The company was founded in
1885 by Professor Warren Johnson
following his invention of the first electric
room thermostat. The invention launched
an industry dedicated to energy efficiency,
through the regulation of temperature
room-by-room in homes and commercial
buildings.

4. JCMS
Path to Operational Excellence
Integrate into
Daily Work
Control
Improve
Analyze
Measure
Define
Recognize
Brief Background of Johnson Controls

5. The KT Rational processes and icons
JCI’s approach utilizing KT: Educate
And reinforce capability

6. KT Rational Processes
Removal of Special Cause
Situation Appraisal (SA)
Problem Analysis (PA)
Potential Problem Analysis (PPA)
Lean
Removal of Waste
Six Sigma
Removal of Common Cause
KT Continuous
Improvement
Prioritization & Resource
Assignment
Situation Appraisal (SA)
Decision Analysis (DA)
Potential Problem Analysis (PPA)
Potential Opportunity Analysis (POA)
Brief explanation of Triple Certification
JCMS

7. We communicated KT throughout the company
and its importance to individual development

8. Internally created website for information,
training, & knowledge

9. Training
Execution
Results
We have systems that measure not “just” training, but execution and results
Learning
Management
System
Projects in CI Trac
$, Quality, Safety, etc in
CI Trac
We created the “Practitioner Certification”
The landscape of training and certification
# of people trained
# of projects completed
Needles moved
This was the line in the past

10. Three Steps to Kepner-Tregoe Practitioner
Certification

11. M.C. attended KT training recently, and used the PSDM tools on a
new launch problem that occurred at her plant shortly afterward.
The total savings for the project are over $60,000, and it is a very
good example of the application of the tools
JCIM Southview Facility Application

12. Definition of the problem
The problem was a new launch
product. It was a vehicle door panel
that had a thin foam strip around the
back of the part.
The defect was that the foam was
peeling away from the door panel
Result:
Additional Labor
Additional Time
Added Material cost
To try and reduce the effects, a separate
station was put in place. Additional foam
was being placed over the corners to try
and keep the foam down

13. Specification and Identifying Cause
Because this was a NEW LAUNCH, the IS-
NOT was developed by finding another
closely related product
M.C. used Distinctions and changes to
uncover some key differences between
her door panel and the IS NOT door panel

14. Determine Most Probable Cause, Verify
The adhesive on the foam was
discovered to be incompatible
with the lamination process used
on this door.
A better, lean solution was to use a
different adhesive, that in addition to
being less expensive, allowed the team to
apply the perimeter foam within the cycle
time of an existing assembly process.

15. Case example using KT during Lean Event

16. P. M. in his plant after Kaizen
P.M. used the PSDM tools to bring several improvements together,
and he used DA to help select a new layout for his improved line.

17. P.M. using the DA with Lean
Not all decisions have to “hit” paper, but making the thinking visible helps drive
team consensus, in this case the team did use the KT template

18. Value beyond financial measures…
S. C. $28,000 savings from KT
Projects
S.B. $28,000 savings from KT Projects

19. Additional examples
 Vinyl defects on Door Panel program
 Seat Travel sensor
 Vinyl adhesion for OEM PAB
 Sonic Welded component

20. Questions / Comments
Sam Bernstine
Automotive Practice Leader
Kepner-Tregoe, Inc.
Joe Buonodono
Johnson Controls Inc.
CI Manager, Business Process Improvement
SBernstine@kepner-tregoe.com
Joseph.b.buonodono@jci.com
Office: +1/ 609-252-2417
Mobile: +1/ 724-944-9169