Haas TCM is the Chemical Manager at this facility
covering all non-production chemicals including water treatment,
lubricants, paint booth maintenance, purge solvent, paint detackification,
coolants, stamping lubricants, coolant maintenance services, incoming
water purification, waste water treatment and architectural paints.
Number of products: 588
This program has been in effect since February of
1998. During this period, the facility has expanded considerably
through the addition of a second assembly plant and a transmission
Program achievements include:
• Reduced the coolant cost
per engine by 31% through filtration and system control improvement
without a change in vendors.
• Implemented a comprehensive
water treatment program that reduced the supply base by 50%. Program
included upgrade of chemical technology in place, installation of
chemical feed and monitoring equipment, identification and treatment
of formerly untreated systems, and initiation of a cooling tower
• Installed a plant wide
lubrication program that cut lubrication cost by 15%.
Managed the chemical changes for the implementation of 2K clear
coat including development and implementation of new booth cleaning
practices and materials, changes in the detackification system,
and the sourcing of high quality nitrogen for paint system.
• Implemented container
management program that reduced drum use by 85% and eliminated non-returnable
• Integral member the new
Transmission launch team involved in chemical application, OEM specification
and equipment design.
• Designed and installed
a tank farm for the carbonitriding unit of the transmission plant
with the Tier II supplier at no cost to GM.
• Because of the labor shortage
in the area and local union agreements, many services were included
in the contract including: filtration system management, laboratory
services, welding services, cooling tower cleaning, and complete
lubrication services for the engine and transmission plants.
This complex is an extraordinarily large automotive
and truck manufacturing facility. It includes two car plants, a
truck plant, a battery plant, a stamping plant, a subassembly plant,
a fascia and small parts stamping plant and a central engineering
facility which covers waste treatment, powerhouse, equipment maintenance
and other centralized functions. Our on-site team was fully trained
and on-site two months before the start to insure smooth start up.
To further complicate implementation, the program was implemented
at the same time as outside maintenance management and outside stores
Our experience in water borne paint shop maintenance
is unsurpassed by any other supplier in North America.
Number of products: 671
This Chemical Management Program has been in effect
since 1996 and many process improvements have been realized. In
addition to the obvious savings in reporting and reduced purchasing
burden, the program has resulted in over 25% savings in six years.
The following is a partial listing of program
• During the first year
of the program, the volume of hazardous sludge generated by the
wastewater treatment plant was reduced by 52%. This reduction was
accomplished by a change in the treatment process with no additional
equipment or capital expense. This reduction in sludge volume resulted
in a $200,000 (Canadian dollars) savings.
• Since then, the program
has grown to include full wastewater treatment operation services
with chemical costs reduced by 60%, and operation costs reduced
• As mandated by the Canadian
government, all products that contained 1,1,1, trichloroethane were
removed from the plant. These products were replaced with aqueous
cleaners and therefore did not increase VOC emissions from the complex.
All chlorinated solvents have now been removed from the complex.
• The Chemical Management
Program included a large variety of spray cans containing lubricants,
penetrating oils, and solvent degreasers. Usage of these products
has been reduced by 30% resulting in aerosol can disposal savings.
In addition to this reduction, the number of suppliers of these
items has been reduced from 9 to 1.
• Insurance concerns mandated
that the complex discontinue the use of plastic drums and bins to
store lubricating oils. With the help of our Tier II lubricant supplier,
all plastic drums and bins have been replaced with steel containers
resulting in insurance cost savings.
• Reduction in stamping
lubricant cost per ton of steel of 50% through improvements in technology
• The consolidation of water
treatment suppliers has eliminated three suppliers and reduced the
total number of water treatment suppliers to two. Replacement of
the previous supplier has resulted in lower costs ($100,000 in Canadian
dollars annually), reduced on-site inventory and improved performance.
• A 50% reduction in per
vehicle VOCs has resulted from regular purge audits, and focusing
on purge use for booth cleaning and improved recovery.
• A consolidation of lubricants
throughout the complex was implemented, eliminating duplicate products
from different vendors. All lubricants are now purchased from a
• A container management
program was implemented to assure timely removal of drums containers
from the complex. The program was so successful in removing and
collecting credits for deposit drums that we now manage all returnable
drums including those for direct materials.
• Implementation of new
booth coating has enabled the plant to extend cleaning cycles by
80% allowing full three-shift production. In addition to the reduction
in cleaning costs (manpower and booth downtime), complete implementation
of the program will reduce VOCs in booth cleaning by 80%.