Lexington, South Carolina is home to two Michelin plants: US5 and US7. US5 produces passenger tires, while US7 manufactures massive tires for earth-moving equipment. Both plants joined the OpExChange in mid-2022.
During a recent visit to US7, the two plants showcased their latest digital innovations. The group also took a one-and-a-half-hour tour of the facility, witnessing the production of some of the world’s largest tires.
Michelin rarely opens its doors to large tours, so this event was highly anticipated by the OpExChange members. Thirty-one visitors from across the state attended, traveling from as far south as Hilton Head Island, to northwest South Carolina in Oconee County, and even as far north as Charlotte, North Carolina. There was a waiting list of approximately fifty people.
Kerri Burt, the Innovation Progress Advisor for the US5 plant, organized this collaborative visit. There are currently three major innovation projects underway between the two plants. Each project manager presented their work, discussing both their achievements and the challenges they faced. The projects include Automated Guided Forklifts (AGF), augmented reality and artificial intelligence for work instructions and training, and autonomous maintenance inspections with a robot dog. Additionally, the group received an in-depth look at their latest employee engagement initiative, the “Spark Team.”
Automated Guided Forklifts
Kerri Burt was also the project manager at the US5 plant for this massive project, which included corporate involvement. US5 was selected as a pilot site for implementing AGFs. Anticipated benefits of this project were to improve safety for people, products, and equipment while also significantly reducing the number of forklift drivers needed to transport products.
They evaluated three major equipment providers with a detailed decision matrix in their evaluation. In the end, they selected Toyota Bastian for their equipment and integration. “Their technological capabilities far surpassed the others,” Kerri stated.
The AGF is an impressive piece of machinery, weighing 12,000 pounds, with the battery alone tipping the scales at 1,800 pounds. The load capacity is up to 2,000 pounds. Due to its size, safety is the top priority. The equipment is equipped with numerous sensors and safety features. Two sensors located at opposite corners of the lift provide 360-degree coverage, continuously scanning for obstacles in its path. The system is designed to extend its detection range the faster it moves. Additional sensors are placed on both sides of the lift for enhanced safety.
A key objective of this project was to establish optimal traffic patterns within the facility, aiming to reduce potential intersections between the AGFs and traditional forklift traffic. Kerri noted that these AGFs are costly – around a couple of hundred thousand dollars each – and they want to prevent any damage caused by careless forklift drivers. To optimize these pathways, they employed simulation software from Toyota Bastian.
They ultimately purchased eleven of these forklifts—ten for production use and one as a backup. The AGFs operate on predefined, mapped routes that are easy to program; this is done by simply driving the AGF along the desired path to teach it the route. The tire production machines will communicate with the central manufacturing system to signal when supplies are needed. This system will then instruct the AGFs to pick up and deliver materials. Kerri noted that the units will recharge similarly to a Roomba vacuum cleaner. When the battery is low, the AGF will autonomously dock at a charging station and will return to service once it has sufficient power. The charging process is inductive and contactless.
Kerri shared an extensive list of lessons learned for OpExChange members (included in the OpExChange members Portal), which will be useful for anyone considering the implementation of AGFs. One key takeaway she emphasized was the importance of involving as many people as possible during the early conceptual phase of the project. She noted that throughout the implementation, she engaged with various individuals and teams, including every production crew and maintenance staff member. In each of these discussions, participants raised new potential issues or topics that required attention.
Augmented Reality and AI
During the production tour, one of the highlights was a demonstration of the Squint application, which incorporates augmented reality and artificial intelligence. Matt Monroe, the project manager for Squint’s implementation at US7, provided an overview of the project, while Trainer Jesse Riley showcased a live demo on their training machine. Since starting with Squint two years ago, they have seen remarkable results.
Jesse demonstrated how the system, using a tablet and augmented reality, guides operators or trainees through work instructions, directing them on where to go and what to do. He illustrated how the system assisted him in taking measurements and verifying if a part was within tolerance.
Matt noted that one of the significant benefits has been for their experienced technicians in the maintenance group. They are capturing valuable knowledge from technicians who are nearing retirement. It’s easy and quick for these technicians to record their actions, verbally describe their processes, and upload the information into Squint. The AI then converts this input into detailed work instructions, and the software can translate these instructions into up to 70 languages.
When one of the visiting plant managers inquired about productivity improvements, Matt responded that while many companies use Squint for that purpose, their primary gains have been in quality and scrap reduction. With substantial costs associated with each tire, lowering the scrap rate has resulted in significant savings.
Spot the Robot Dog
The potential for digital enhancements seems limitless as the group observed a demonstration of Spot, the robot dog. Ryan Burns, the project manager for this technology implementation from Boston Dynamics, explained how this four-legged robot navigates the factory to conduct various maintenance inspections. Spot is equipped with three operational payloads that aid in its tasks.
The first payload features a thermal imager and a pan-tilt-zoom (PTZ) camera, which scans for thermal anomalies. When it detects one, the camera zooms in, captures an image, and uploads it to the work order management system for reporting. Additionally, the PTZ camera can photograph gauges and compare them to images of out-of-tolerance gauges.
The second payload consists of an acoustic imager that detects air, gas, or steam leaks. It can also zoom in on anomalies and report them.
The third payload is a LiDAR (Light Detection and Ranging) module, which allows Spot to create a 3D map of its surroundings for navigation throughout the facility.
Ryan stated that Spot is saving them around $10,000 per month and is operating at only 30% of its potential. More importantly, these inspections free up valuable technician time for more productive work
The robot’s integration into the facility is truly futuristic. It can navigate the factory autonomously, avoiding people and obstacles. It can even climb stairs and maintain excellent balance. Its maximum speed is 3.5 miles per hour.
Looking ahead, Ryan expressed excitement about Spot’s future capabilities. Currently, it travels to designated areas to detect leaks, but they envision a time when it can roam the facility freely, listening for anomalies and investigating as needed.
Ryan pointed out that Spot’s implementation is directly contributing to three of their site’s strategic objectives: to be data-driven, contribute to energy efficiency and CO² reduction, and to create value.
The Spark Team
The Michelin US7 team takes great pride in its experienced workforce and high employee retention rates. It was noted that the average tenure among the trainers and managers leading the tour is around 20 years. They also enjoy impressive retention rates among their hourly workforce, which they attribute to the strong culture they have cultivated.
One of their recent initiatives to engage team members is the “Spark Team.” This group consists of ten individuals selected from various roles within the plant, all of whom are peer-nominated and chosen by a leadership committee. Each member serves a two-year term, with half of the team being replaced annually.
When asked if the team functions like a Kaizen group to tackle productivity and safety issues, they clarified that their charter is more focused and not directly related to production. Instead, their mission is to “Improve the employee experience together.”
Each year, an annual survey gathers engagement feedback from employees at the plant. The Spark Team analyzes this data and conducts numerous interviews with new operators, experienced staff, local community members, and even former employees. They then utilize the “Spark Approach,” based on Design Thinking, to develop suggestions for enhancing the employee experience.
The Spark Team meets in a dedicated, glass-walled room at the front of the factory, making their work highly visible. Being a part of this team is a sought-after opportunity; last year, they received 117 nominations.
One successful initiative proposed by the team was “Program Connect,” which was implemented last year. This program requires every new salaried employee to spend two to four weeks working on the factory floor, experiencing the same hours and shifts as the production team. This hands-on experience aims to foster genuine team relationships.
Treading New Ground: Michelin’s Digital Journey
The recent visit to Michelin’s US7 plant in Lexington, South Carolina, provided OpExChange members with a unique glimpse into the future of tire manufacturing through innovative digital solutions. From the implementation of Automated Guided Forklifts (AGFs) to the cutting-edge Squint application and the impressive capabilities of Spot, the robot dog, Michelin is setting a high standard for efficiency and safety in South Carolina.
Both the US5 and US7 teams have successfully demonstrated how technology can enhance operations, optimize workflows, and improve safety while also preserving invaluable knowledge from experienced technicians. Meanwhile, the Spark Team’s initiatives highlight Michelin’s commitment to employee engagement and fostering a positive workplace culture, ensuring that the workforce remains integral to the company’s success.
As Michelin continues to leverage digital advancements, it stands poised to not only enhance its operational effectiveness but also to inspire and collaborate with other companies within the OpExChange. The blend of technology and human insight at Michelin exemplifies a forward-thinking approach that sets a benchmark for others.
About OpExChange
The OpExChange, sponsored by the South Carolina Manufacturing Extension Partnership, is a peer-to-peer network of manufacturers and distributors in South Carolina known for generating success for members through benchmarking and best practice sharing. Member companies host events and share practical examples of industrial automation, lean manufacturing improvements, and leadership development. It is an invaluable resource to South Carolina companies that provides access to others who are on similar improvement journeys. If your company is interested in participating in this collaborative effort to improve both the competitiveness of your operation and South Carolina, contact Mike Demos (MDemos@scmep.org). More information and upcoming plant visits are available on the OpExChange website www.OpExChange.com.
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