STUDENT WORK REPORT Student Information

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Summary

My name is Chris McNally. I am currently a junior majoring in Mechanical Engineering at Purdue

University. In the fall semester of 2016 I completed my first co-op term of three working in the Die Manufacturing division of Toyota Motor Manufacturing Kentucky (TMMK). This summary will inform of the division processes, work performed, and my experience.

Toyota Motor Corporation has 14 plants throughout North America. TMMK is the first of the facilities, opening in 1986, and the largest. They started the Die Manufacturing division in 1991 and produced their first die in 1992. The shop’s location is separate from the rest of the manufacturing plant meaning there are no assembly line in the shop, it is all skilled trade team members. This gives it a different atmosphere, more relaxed being separate from the busy lines. The dies produced are used at TMMK and shipped to other Toyota plants in North America.

Safety was the focus for two of my three projects. The first involved implementing a safety strap system around an open bolster pit. Essentially it was a retractable visual barrier around a non-permanent hole in the floor that only extended when the hazard was a risk. This involved designing, fabrication, and installation of the devices. Contractors and myself completed the work. Project number two was completely revising the walkway layout through Die Manufacturing with an emphasis on separating man and machine. This involved painting the new lines and organizing with contractors, team members, and management. The result was safe, well defined walkways through the shop. For the third project, I needed to present a recommendation on relocating a machine and filling a pit. This involved a lot of information gathering and communication with contractors to get pricing. I had to consider many variables and develop the best solution for the shop’s situation. Nothing physical was produced because of the cost. Work will begin after the project is budgeted.

The work performed during the first term was mainly project engineering and management. I took the projects through all phases of the design process from identifying a problem to fabricating the solution and implementation. I even fabricated one of the projects myself by learning to weld and work with metal. I was introduced to the projects the first week I was at Die Manufacturing and they took me every day of the term to complete. I started off by talking with team members about the problems getting information about the processes, their concerns, what they would like to see done, and any other relevant information. Then I designed solutions using concept generation, evaluation, and reduction in an iterative process. I spoke with team members many times after the first to review my designs, get more information, looking at what to add, take out, or change. When a final design was conceived, I presented it to team members as a whole and to management for approval. I even presented one of the projects to a Vice President and a few General Managers. Then I took the designs to contractors to do the work. I coordinated with them to get quotes on the projects. When a contractor was chosen I organized the work and talked them through the process. While they did the work, I supervised them, advised on issues, and instructing them to produce a quality product.

This was an invaluable experience, leading multiple projects from step one to completion. It was challenging, but very rewarding. So many skills were developed during the work session. I gained communication skills from talking with team members and presentations to people that my work would directly affect. I gained design skills from fabricating and creating the designs. I developed my time management and planning from coordinating with contractors and organizing meetings. I developed leadership skills from supervising the contractors’ work crews and coaching them on the projects. Altogether I am more developed professionally than I was before I started. The values gained from this experience will stay with me throughout my academic career and provide an established groundwork for developing a professional career.

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Table of Contents

Section Page

Title Page 1

Summary 2

Purpose 4

Work Location Information 4

Work Session Information 6

Results and Reflection 11

Appendix A: Press Safety Project Pictures 12

Appendix B: Walkways Reborn Pictures 14

Appendix C: Radial Drill and Pit Decision Picture. 17

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Purpose

The purpose of this report is to inform of details related to the first co-op session with Die

Manufacturing at Toyota Motor Manufacturing Kentucky (TMMK). Items covered in this report include

company information, plant information, division information, processes and products, and general

information about TMMK and Die Manufacturing. It also includes a description of the work session,

projects worked on, results, and the experience. The final section will contain a reflection and personal

professional development description as a result of participating in the co-op program.

Work Location Information

My name is Chris McNally. I am currently a Junior at Purdue University studying for a Bachelor of

Science in Mechanical Engineering. During my fall semester in 2016 I started a three term co-op program

through Purdue to work at Toyota. Specifically, I was stationed at Toyota Motor Manufacturing Kentucky

(TMMK) located in Georgetown, KY within their Die Manufacturing division.

There are 14 Toyota manufacturing locations throughout North America. These manufacturing

facilities not only produce vehicles, but also engine blocks, castings, and other specific parts to be used

in other plants. TMMK is Toyota’s first and largest manufacturing facility in North America opening in

1986 and measuring at 7.5 million square feet. They now produce the Camry, Avalon, and the Lexus

ES350 along with their respective hybrid counterparts. They also produce 4 and 6-cylinder engines. Since

their opening in 1988 TMMK has produced nearly 10 million vehicles since opening and employ about

10,000 people. Their operations include stamping, die manufacturing, body-weld, paint, plastics, vehicle

assembly, engine/axle machining and assembly. The vehicles produced within TMMK are sold in North

America and areas of the Middle East. As big as the company is, their values make the company lean to

reduce creating a fast acting and efficient system. They put a strong emphasis on their core values

because they work and their manufacturing philosophy is unique to Toyota.

Their Die Manufacturing facility is one of 6 Toyota locations in North America meaning the dies

produced there are not only for TMMK, but also for other manufacturing plants in North America as

well. They first opened this division in 1991 and made their first die in 1992. It is located within its own

building separate from the assembly line giving it a different atmosphere compared to the hustle and

bustle of the plant as a whole. Now, what is a die? In a basic sense it is a large tool used to shape sheet

metal into the shell body parts or panels on a vehicle. They are generally made of two main cast iron

blocks stacked vertically. A panel is formed by putting a sheet of metal, known as a blank, between the

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two blocks and forcing the top half down on the bottom half with a large amount of force forming the

panel into its desired shape. The machine that creates the force is called a press. This is how they are

used, but how are they made?

The dies come in to Die Manufacturing as castings. They get lifting lugs tested for safety,

turnover lugs painted, and are prepared for machining. They are machined on large mills that give the

rough castings a detailed and smooth surface. The first cut completed is called the rough cut. After they

are roughed, they are sent to be scanned. This scanning creates a 3D image of the die and compares it

against the data that was used to design the die. This data is used to create the cutting paths for the

mills and define the surfaces before the cutting begins. If everything checks out, the die is sent back to

machining to receive its finish cut. The finish cut is very accurate and results in a smooth surface that is

later stoned down to be much smoother. After the die is complete with machining it is sent to Assembly.

In this stage the die is given all the bits that make it more technical than a block of metal. It receives sub-

assemblies, cams, a nitrogen cushion system, sensors, and everything else that is specified for the

individual die. Once dressed up, it goes to a spotting press where the upper and lower halves of the die

are closed together while a team member checks the fit and clearances. If everything clears, then Try

Out receives the die. Try Out is responsible for the fine tuning to create a satisfactory panel. They have

three presses to form the panels. The first process performed by Try Out is called a KY try which is the

first time a dies make a panel. The die is tuned to produce quality panels and undergoes a designer

check where the die’s designer checks that everything is in working order. The die goes through many

stages of checking its product and fine tuning before it graduates to the line. Once approved, the die

goes to the line its first time. However, it is not part of production. This is what is known as a ‘line try’ at

which they run the die under real conditions of the production line testing how well it performs and to

gather a list of changes to be made to meet line conditions. From here, it is reviewed on its productivity,

its accuracy, and the surface quality. The die generally goes through many line tries before it is approved

for the last time prior to operation on the line. Between the line tries, issues are worked out with the die

that could involve going back to machining to be re cut and start again. It’s a long process that takes an

average of 45 days from casting arrival to designer check.

After their time on the line has run its course, they are kept in storage for some time,

occasionally being brought back out to make replacement parts. After their time in their origin plant is

up, they are transferred to a plant that only makes replacement parts for cars. This is the die’s life cycle

and Die Manufacturing is where it starts.

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Work Session Information

My involvement with Die Manufacturing was not focused specifically on their products. As most

Co-ops working for Toyota, I was regarded as a specialist. A specialist is someone who has in depth

understanding of an area or process related to their division. I did not know anything about die

manufacturing when I started so I performed the other aspect of a specialist’s position, carrying out

projects within the shop to improve a current situation. I was tasked with three projects to complete.

My project management skills were tested and greatly improved as a result. For the 15 weeks of the co-

op, I worked on four projects and completed three from start to finish, the other was not possible for

me to finish in my time available, but hit the target expected of me.

To complete the work to Toyota’s satisfaction and standards, I attended classes educating me in

Toyota’s processes and methods. These tools are not only specific to Toyota and are very valuable for

the continuation of my career both in work and in studies. These classes prepared me to perform my

work to satisfaction and clearly organize a project. The classes consisted of the first two days of the term

and the third day was my first time coming to Die Manufacturing and introduced to my three projects.

Project number one was focused on the safety and ergonomics of working in and around the

presses as mentioned before. The presses that make panels in Die Manufacturing only operate one die

at a time, but can have two dies ready to be used in the press. The dies that are prepared to be used sit

on a large, flat top cart called a bolster. The bolster rolls in and out of the press carrying the die with it.

This movement of the bolster created the issue. They are rather large being about 8’x15’ and 3’ tall that

sits even with the floor and a home position outside the press. When one is rolled into the press it

leaves a hole in the floor the size of itself (figure 1). This is a clear safety hazard that was only being

controlled by yellow paint on the floor around the edges of the pit which did not serve the situation well

if someone was not facing the pit and looking down. My job was to implement a safety system created

by a senior design team at the University of Kentucky. Their system was already in use on one of the

three presses, the other two were up to me. The presses needing the upgrade are known as the North

Komatsu and the South Komatsu. The press with the safety system is known as the Kurimoto press.

To start, I met with the majority of the stakeholders, the team members on 1st and 2nd shift who

work with the presses to discuss the issue and brainstorm countermeasures along with ways to

implement the safety system. It was decided that the North Komatsu press can easily adopt the system

with no interference. The South Komatsu proved to be more difficult.

The safety system utilized retractable crowd control safety straps, the type that keep lines of

people in order. One end of the strap mounts to a pole fixed to the floor on the outside corner of the

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bolster. The other end is attached to another pole mounted to the outside corner of the bolster (figure

2). So, when the bolster is rolled in, the straps will extend with the bolster and form a visual barrier on

the pit’s edge (figure 3). Three straps are used on each edge of the pit stacked vertically. This system is

mainly visual, but can be a slight physical barrier as well. It will not stop someone from falling though.

Comparatively, the yellow paint was whispering of the danger and the straps are more of a scream

alerting that the pit is there.

The North Komatsu’s evolution was completed two weeks after the initial meeting. The

consensus was clear and did not require much of my effort. The South Komatsu was more difficult

though. The North Komatsu’s bolster has a 20” section of diamond plate on each end flush with the

bolster top serving as work space. For the implementation of the safety strap system, it served as a

mounting surface for the strap poles. This is what made it easy and the South Komatsu difficult. It did

not have the sections to mount to. During the meeting, team members pointed out the steps on the

bolster were not to OSHA specifications with the rise being too high (figure 6). I adopted this concern

into the project as well. The plan that was conceived from the meeting tied in perfectly with this issue.

After meeting the team member and sharing thoughts, I sketched out the ideas and wrote down

details for each one. I reviewed the ideas with coworkers and other stakeholders to get some more

insight. Wanting to choose the best concept and start designing, I made a decision matrix. From it the

most effective concept came to light. I made a model of the design in a CAD program and reviewed it

with stakeholders. After making many alterations and hashing out the details, I had created a solid

design to present to the team members for approval.

During first shift lunch and second shift start, I presented it to the team members. It was a good

experience to actually present a project to people it would directly affect. I got some good feedback and

some questions that were either answered then or followed up with when I had information to answer

with. Presenting to management was next. I gave them the same lecture on the project. They had some

good questions as well that changed the design a bit, but was approved.

The proposed design was the addition of two extra steps on each bolster. There would be an

upper step that sat flush with the bolster top upon a wide existing step creating room to mount the

strap poles to and giving team members extra space to work. There was also a lower step in place

mounted to the side of the bolster halving a 22-inch rise to an 11 inches on either side. All additions

were designed to be in compliance to OSHA specifications (figure 4).

At the time I finished my designs and was ready for implementation, Die Manufacturing was

very busy and could not spare the man power to fabricate and install the bolster additions along with

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the safety strap system. A decision was made to contract an outside company to do the work instead. I

was tasked then with finding a contractor to do the work. I began contacting many TMMK approved

contractors and pitched them the project and its scope to get quotes. After receiving a limited amount

of interest and dealing with vendors who seemed to have no concept of urgency, I had three quotes for

the project and chose the company based on price.

This proved to be a lesson in getting what you pay for. The work was done on a weekend and I

supervised them while they did the installation. As the fabricated pieces came in and they started the

work, I noticed a decent amount of items that were not quite right. There were pieces out of square,

obvious gashes from grinding, and runs in the paint. In a word, sloppy. I talked to the crew and explained

what I saw politely and coached them through. I described the issue, what I expected, why, and got their

input instead of just telling them to change it. This way, they were still encouraged to perform well and

be more conscious of their work. However, the cost of some sloppy work was still less than the cost of

the next bid. The final product worked the way it was intended and looked okay. This was a good start

and team members can improve during down time.

While bids were still coming in for this project, team members expressed their dissatisfaction

with the steps on the opposite side of the bolster. They too had a very large rise that did not meet OSHA

regulations. So I created a design to fix the issue by adjusting the placement of the steps and adding

another step. This would create a comfortable rise and run desired by the team members. I had

previously shown interest in learning how to weld and fabricate, so Instead of giving the company this

job as well my supervisor proposed that I do the fabrication and installation of my design. I agreed and

was excited for the chance to get hands on experience.

I finalized the design, created a bill of materials, and used Toyota’s requisitioning system to

order them. Once enough material arrived to start with, work on the steps began. Working with a skilled

team member, I learned how to weld, use an oxy-acetylene torch, a plasma cutter, and various tools

related to fabrication. This was a very rewarding experience because it was an opportunity to actually

create what was designed and take a project through from start to finish completing every step.

Learning to work with metal and using the tools that go along with it was great. The work took me some

time, but the team members were satisfied with the result. The experience can help when designing

parts to give an insight on how it will be built and make it easier to fabricate.

That was the extent of the first project, the second followed a similar process from concept to

completion and was also safety related. I was tasked with redesigning Die Manufacturing’s walkways

with a focus on separating man from machine. Initially, the walkways in the shop were few and far

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between giving no safe passage to all areas of the shop for pedestrians (figure 12). Not really being an

issue for team members because they know what to look for and how to get around safely. The issue

was for all other pedestrians coming through, specifically visitors who do not know the shop at all.

To begin the project, I found TMMK’s aisleway and walkway policy, the rules regulating the

walkways and their requirements. I then made a map of the existing walkways while taking notes on

what was not correct with the walkways that would need to be fixed. I had four areas of concern in mind

when assessing the current situation, what items need to be fixed, what needs to be added to meet

code, how to make the product work with the future of Die Manufacturing, and how to effectively

separate man and machine. With these as the focus, a new map of the shop was created that included

new walkways and items that needed to be fixed. I presented the new layout to the team members first

to explain to them what will be changing and why resulting in good feedback and a few concerns that I

was able to answer and resolve. This presentation was given along with the first project’s. Similarly,

management received the presentation next. The project was even presented to a Vice President, a

general manager, and the lead Japanese advisor of TMMK. After all the stakeholders had seen the

revisions, I revised the plan again based on the feedback. The final design went through many iterations

before being completed (figure 13).

Attempting to cut the cost of painting walkways and avoid frustration from maintenance, I

researched possible alternatives and came across walkway tape. This is exactly what it sounds like. Tape

used as floor stripes instead of paint that is made typically from PVC to be very durable. Three different

brands of tape were found to be of interest and ordered to test if it would be a good solution to the

issue. The results of the test were conclusive that it would hold up to every day traffic within Die

Manufacturing and was incorporated into the project plan. Certain areas were designated as low traffic

and would receive tape instead of paint.

All three of the projects were being worked on in the same time frame meaning Die

Manufacturing was too busy to spare team members to paint the floors. This meant the painting would

be performed by an outside company. I went through the same process of contacting companies as I did

with the bolster safety strap project. This project was easier being that many companies related to

TMMK paint walkways and responded with interest. After receiving four quotes, the vendor was decided

by the most affordable price and quality. Compared to the first project, the work went much smoother

with fewer qualms with the quality of the work this time. I did have to supervise as the lines were

painted, correct issues, and provide instruction. This was very good leadership experience and a lot was

learned.

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The resulting product was safe walkways to all needed points of the shop that were cleanly

painted and with tape used in low traffic areas. The layout would work for the future and met all codes.

Areas of the shop that had no walkways previously now had safe paths to travel in, all exits had lanes

guiding to them, and all aisles and walkways adhered to TMMK’s policy (Appendix B). The walkways will

be improved in the future due to changing traffic flow and machinery in Die Manufacturing.

Project number three was not safety related like the other two, but did involve the shop layout.

Inside Die Manufacturing there is a radial drill that is extensively used for drilling holes in dies. Currently,

the radial drill and its cutting pad are sitting on the shop floor (figure 20). The cutting block, which dies

are sat on, while being cut, is about 17” thick requiring steps and a platform surrounding the cutting

pad. Workers who use the radial drill are regularly worn out from getting up and off the platform

constantly. They were also surprised no one had fallen off of it by now. This concern was brought up as

being an issue to management and they wanted to address it. The solution though of before I arrived

was to install the radial drill and its cutting pad into and flush with the floor eliminating the platform.

Separately, in the shop there is an empty machine pit that once housed a mill that has since been

removed (figure 19). The original thinking was to fill the pit and cap it off with a concrete slab. Though,

this had changed since the concern with the radial was introduced. The thinking when I arrived was to

fill the pit into a smaller pit for the drill thus solving two issues at once. Enter me. This was my third task

for the semester; to investigate the viability of this idea.

My end goal was to propose the best direction to move forward on the drill and pit. Knowing

that the final decision would rely heavily on price, I set out to get three types of quotes all involving the

project. The first was a price on just filling the pit and doing nothing with the radial drill. The second was

lowering the drill flush with the floor where it sits. The third was the combination of the first two,

moving the radial drill into the pit which is what the ultimate goal of the project is. To accurately get

quotes, I had to specify what we wanted done. To do this, I had to understand the radial drill and its

uses so I spoke with team members who use it. I recorded their information and asked for their opinion

on how to organize the radial drill in its possible future location. Their input helped greatly and was able

to progress project from a conceptual standpoint. Measurements were taken of the pit, the drill, and

any related objects to the drill to created drawings of possible layouts. I narrowed the options down

using gut feel and analyzing the logistics of moving dies on and off the drill until one remained. I spoke

with the maintenance division in Die Manufacturing to understand what they would need to have access

to and their recommendations for the final designs. They provided new and very useful information.

That improved my understanding of the project and added many details.

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A concise plan was created and taken to contractors to get the pricing. I instructed them to bid

the three options for decision purposes and the prices could be budgetary. At the time, Die

Manufacturing did not have the appropriate funds to support the project and was in the budgetary

process. The budgetary quotes would satisfy this purpose. When the time comes to complete the

project more accurate quotes will be made. This was my end goal. To have budgetary quotes in hand

and a plan to move forward with all preparing for the project the next fiscal year.

Results and Reflection

This experience has given me incalculable benefits. Management, supervisor, mentor,

coworkers, and team members have all made a lasting impression on me. I have observed how they

work as a whole and their individual qualities and how they can all work together for one goal. Each one

has unique qualities that contribute and I have learned from each one. I cannot singly attribute this to

Toyota, but rather the individuals in the division. However, Toyota is a great place to work. They heavily

push their core values and human development. Holding true to quality core values is important to a

successful company. I enjoy their business practice and methods used to solve problems. Continuous

improvement is at their core and it shows in everything they do including their co-op program. They

listen to co-ops’ feedback well and act in a positive way to actively improve.

The work completed at Toyota was not what I expected when I arrived, but was not

disappointed and was anxious to start working on something. I expected to use to use what I had been

studying for the past two years. Not to say it was worthless, but actually far from it. It means there is still

so much to be learned that classes cannot teach. A lot was accomplished in my short time at Die

Manufacturing and countless lessons learned. Lessons not attainable in the classroom, but only available

in the real world work. They may not have much to do with school or my major, but will have a very

large impact in daily life and method of pursuing a goal. My experience focused on project engineering

and which builds a strong sense of self-reliance and a knowledge of when to seek help. I had to rely only

on myself to advance the project and ultimately complete it, but others to help with the quality of

designs. I needed to reach out to numerous people on multiple occasions for help. I have presented

formally and informally, managed projects, managed time, investigated problems, sought guidance,

gotten hands on with projects, interacted with team members and coworkers in a positive way, and

taken every opportunity to learn and improve myself. These were the experiences that have created the

lessons. I am proud of what I have done and strive to continuously improve.

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Appendix A:

Press Safety Project Pictures and Information

Figure 1 Open Bolster Pit on South Komatsu. Bolster in press.

Figure 2 South komatsu new strap system, bolster at home position.

Figure 3 North Komatsu Strap system in use. Bolster in press.

Figure 4 Bolster Additions Design

Figure 5 North Komatsu Strap System. Bolster at home

Figure 6 South Komatsu Bolster Steps Before and after.

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Figure 8 South Komatsu part 2 design.

Figure 7 South Komatsu Bolster at home position. Before.

Figure 9 South Komatsu part 2 fabrication in process.

Figure 11 South Komatsu part 2 project finished.

Figure 10 bolster Pit Risk Assessment before and afer.

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Appendix B:

Walkways Reborn Pictures and Information

Figure 12 Die Manufacturing walkways before

Figure 13 Die Manufacturing walkways after

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Figure 14 Before and after picture of walkway

Figure 15 Before and after picture of walkway

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Figure 16 new Walkway

Figure 18 Walkway Tape

Figure 17 Walkway Risk assessment analysis. Before and After

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Appendix C:

Radial Drill and Pit Decision Pictures.

Figure 19 Empty machine pit

Figure 20 Radial Drill and its platform.

Figure 21 Planned location of radial drill within the pit.

Figure 22 Drawing of finished product after project.