ABSTRACT The purpose of this paper is to outline the manufacturing strategy for North American production of a third generation of heavy-duty automatic transmissions. This strategy consists sf three key elements involving the product, the process for manufacturing the product and the people svstems required to design, implement and continuously improve both the product and the process. Each of these elements must be balanced with the other two to provide a stable platform for the entire manufacturing enterprise. This is analogous to a three-legged milk stool as shown in Figure 1. Although there are linkages with the product design and people systems, the focus of this paper is the production process. Manufacturing the A d Transmission W. Kenneth Suttsn, Jr. Allison Transmission Division of General Motors BACKGROUND Allison Transmission Division of General Motors (ATD) introduces its third generation of heavy-duty automatic transmissions with the launch of World Transmission MD truck models in September, 1991. Over a three (3) year period, additional bus and off-highway all wheel drive versions will be introduced in three (3) separate model families. These families enhance and expand the Allison Automatic coverage from 14,080 lbs. GW to 130,OQO Ibi. GW. These iransmissions introduce new features such as adaptive electronic controls and a new patented gear train which achieves six doward speeds with only three planetary gear trains. The project to develop and produce this transmission has required a rethinking of the relationship between Aliison Transmission and its largest supplier, United Auto Workers Local 933. The resulting partnership between the parties has led to significant input from the workforce in the design of the pr~duct and how it is produced. The scope of this project involved every functional organization in the Division. A Leadership Team consisting of a representative from each organization manages the project from planning through implementation and into the operations phase, Emphasis has been placed upon detailed planning and controlled implementation. The new products expand rather than replace current product offerings. This allows some flexibility in introduction dates as existing products are well received in the marketplace. In a few short years, however, this third generation of automatics is expected to account for over 65% of the Division's business. Figure 1 Downloaded from SAE International by University of New South Wales, Monday, August 20, 2018In the direction of creating a learning environment at Allison Transmission, the leadership, both Union and Management, have sought profound knowledge from Dr. W. Edwards Deming, William Conway, Eli Goldrati, and others as well as csnsu%tants such as Anderson Consulting. The resultant manufacturing strategy is attributable to ail their inputs. As an additional learning exercise, a team of 32 employes were selected by the Union and Management to conduct a survey on world class manufacturing. Members from this team visited $7 companies in Europe, North America, Japan and Korea. Their input helped shape the World Transmission manufacturing process. The machine tool builder community also padicipabed in the design of the mancsfacd~lring process. While the product and process designs were still in concept and prototype states, process equipment manufacturers were invited to provide their input on design for rnanufac'rurabilily as well as design processes which would meet the cost, quality and responsiveness goals of this project. WORLD CUSS MANUFACTURING What is world class manufacturing? Three measures of world class manufacturing are quality, cost and responsiveness. Scoring well in all three measures simultaneously is required to achieve world class status. The late 1970s and early 1980s marked a low point in North American manufacturing quality that, hopefully, will never