ACHIEVING OPERATIONAL EXCELLENCE


Operational excellence is built upon proficiency and relentless discipline across 5 Principles; People Involvement, Standardization, Built-in Quality, Short Lead Time, and Continuous Improvement. A Plan, Do, Check, Act (PDCA) philosophy drives policy, process, and procedures to heightened levels. Lessons learned and best practices are cascaded across the global enterprise enabling consistent practices and behaviors to achieve ever-improving performance.


Welcome to DOS 2.0
Tyrone Michael Jordan (TJ)

President & COO

DOS 2.0 is the foundation of our quest toward Achieving Operational Excellence. DOS 2.0 is built upon proficiency and relentless discipline across 5 principles.

Successful application of these principles consistently drives measurable improvements in quality, on-time delivery, employee safety, financial returns, customer satisfaction and new market opportunities. Lessons learned and best practices are cascaded across the global enterprise, enabling consistent practices and behaviors to achieve ever-improving performance.

DURA Operating System 2.0

DOS 2.0 | Vision

DURA will attain its position as one of the worlds premier operating companies, distinctive and successful in everything we do.


  DOS 2.0 | Mission

We will become a Total Quality Company by Achieving Operational Excellence and continuously improving all work processes to satisfy our internal and external customers.

  DOS 2.0 | Commitment

We are committed to the DURA Core Four guiding principles and embrace DOS 2.0 as our strategic source of competitive advantage.

  DOS 2.0 | Objective

Proactive engagement in DOS 2.0 data-driven targets will enable DURA to attain a level of quality and productivity that delights our customers, shareholders and employees.

  DOS 2.0 | Culture

DOS 2.0 culture reflects our continuous improvement mindset (zeitgeist) to control and improve processes, achieve business goals and enhance value.

The 5 Principles

We will Achieve Operational Excellence built upon proficiency and relentless discipline across Five DURA Principles.

DOS 2.0 | Principle 1
People Involvement

The AOE People Involvement Principle is focused on defining standards for how we interact with each other. By setting high standards of employee safety, intercompany communication, retaining and empowering talent and developing value stream organizations, we will create a culture of resourceful and productive employees to lead Dura into the future.

KEY ELEMENTS
1. Vision & Mission
2. Health & Safety
3. Qualified People
4. Team Concept
5. Engagement
6. Open Communication Process
7. Shop Floor Management
Standardization

Standardization focuses on workplace organization and efficiency of process. Through this principle we will incorporate a benchmarking methodology into our culture while identifying company best practices and sharing them globally. We will be a lean organization striving to improve productivity and quality through adherence to standardized work and organizational structure.

KEY ELEMENTS
8. Workplace Organization
9. Management by Takt Time
10. Standardized Work
DOS 2.0 | Principle 2
DOS 2.0 | Principle 2
Standardization

Standardization focuses on workplace organization and efficiency of process. Through this principle we will incorporate a benchmarking methodology into our culture while identifying company best practices and sharing them globally. We will be a lean organization striving to improve productivity and quality through adherence to standardized work and organizational structure.

KEY ELEMENTS
8. Workplace Organization
9. Management by Takt Time


10. tandardized Work
DOS 2.0 | Principle 3
Built-In Quality

Built in Quality will create a culture of knowledge and awareness in regards to the quality expectations of our products. Through strict adherence to high standards of quality from development and launch process to activity on the shop floor, we will build parts to the design and expectations required of both our internal and external customers.

KEY ELEMENTS
11. Quality Standards
12. Process & Product Validation
13. In Process Control & Verification
14. Quality Feedback/Feed Forward
15. Quality Management System
Short Lead Time

Short Lead Time focuses on eliminating waste and non-value added activity from our operations. With a heavy focus on Lean Methodology, this principle identifies standards for how we order material, design our processes, utilize our floor space, and schedule our machines and operations.

KEY ELEMENTS
16. Simple Process Flow
17. Pull Systems
18. Lean Containerization
19. Level Scheduling & Fixed Period Orders

20. Controlled External Transportation
21. Scheduled Shipping / Receiving
22. Temporary Storage
23. Supply Chain Management

DOS 2.0 | Principle 4
DOS 2.0 | Principle 4
Short Lead Time

Short Lead Time focuses on eliminating waste and non-value added activity from our operations. With a heavy focus on Lean Methodology, this principle identifies standards for how we order material, design our processes, utilize our floor space, and schedule our machines and operations.

KEY ELEMENTS
16. Simple Process Flow

17. Pull Systems

18. Lean Containerization
19. Level Scheduling & Fixed Period Orders
20. Controlled External Transportation
21. Scheduled Shipping / Receiving
22. Temporary Storage

23. Supply Chain Management
DOS 2.0 | Principle 5
Continuous Improvement

Continuous Improvement implements the Plan-Do-Check-Act (PDCA) methodology across all of our processes. By following the PDCA cycle, our processes, products and designs will achieve the highest industry standards and ensure adherence to the Dura Vision and Mission.

KEY ELEMENTS
24. Business Plan Deployment
25. Problem Solving
26. Lean Design
27. Andon Concept/Process
28. Total Productive Maintenance
29. Continuous Improvement Process

The Journey

Learning

The starting point of the journey often finds plants working harder instead of smarter. At this level, the desire to be efficient and productive may be in place, but the supportive processes and procedures have yet to be established.

Qualifying

To reach a Qualifying level, each plant must be committed to thepolicy and procedures of the AOE journey. The focus is on meeting operational customer expectations by implementing the audit procedures.

  Bronze

The Bronze level is achieved when all requirements of the Qualifying level have been met and measurable improvement in business results and customer deliverables are identified.

  Silver

The Silver level requires the plant to meet Bronze level expectations, attain business performance targets for 6 months and develop performance goals for achieving Gold level.

  Gold

Gold level status will only be achieved when the plant has scored 100% to the plant audit while sustaining the processes and procedures through the Bronze and Silver levels. Best in class business performance must be achieved for 12 months, and two best practices must be benchmarked in the areas of Quality and Safety.

Plan. Do. Check. Act.


The Plan. Do. Check. Act. (PDCA) philosophy drives policy, process, and procedures to heightened levels. Lessons Learned and Best Practices are cascaded across the global enterprise enabling consistent practices and behaviors to achieve ever-improving performance.

PDCA


PLAN
Build / Modify policy, process and procedure across the Five Principles

DO
Adhere to policy, process, and procedure

CHECK
Continuously audit and monitor with leading indicator metrics and balanced scorecard

ACT
Apply lessons learned / best practices across all businesses