GM's Approach to Creating a Cutting-Edge Human-Automation Partnership
GM has been leaning into automation with gusto. In Burton, Michigan, GM installed new automated storage and retrieval systems as well as a conveyor system to move parts to employee workstations. The facility opened in 2019. It currently employs about 1,460 people, who ship about 15,000 parts orders daily.
Introduction
General Motors (GM) is making waves in the manufacturing and warehousing sectors with its innovative approach to human-machine interface. By investing $100 million in modernizing its largest aftermarket-parts processing center in Burton, Michigan, GM is setting an example of how to prioritize ergonomic comfort, productivity, and employee engagement. Led by John Roth, the newly appointed head of the Cadillac division, GM's strategy involves automation, research, and a focus on employee satisfaction. This article explores the lessons other industry leaders can learn from GM's success.
Investing in Automation and Ergonomics
To meet the growing demand for original equipment replacement parts, GM recognized the need to revamp its facilities. Roth spearheaded the transformation of the Burton parts warehouse and other locations, focusing on worker-friendly automation. The company made unprecedented investments in automation, incorporating state-of-the-art equipment that enhances efficiency and productivity. By involving the United Auto Workers union in the decision-making process, GM ensured that the solutions implemented catered to the ergonomic needs and comfort of its workforce.
Thinking Outside the Box
GM's commitment to staying at the forefront of human-machine interface led the company to explore ideas beyond the automotive industry. The research extended to unconventional sources such as cold-storage facilities. By examining how warehouses that distribute frozen food products optimized their processes, GM gained insights into improving efficiency and reducing physical strain on employees. The adoption of automated storage and retrieval systems, influenced by experiences from diverse sectors, allowed GM to streamline operations and bring workstations closer to employees, eliminating the need for extensive manual labor.
Listening to Employee Feedback
GM's success can be attributed to its collaborative approach with employees. By actively engaging with workers and soliciting their feedback, GM ensured that their voices were heard during the decision-making process. This not only made employees feel valued but also enabled GM to identify areas for improvement and innovation. Employees expressed their desire for reduced physical strain and increased productivity, prompting GM to invest in CNC-based machines for automated box production and efficient storage systems that deliver materials directly to employees' workstations. Such initiatives not only improved employee engagement but also boosted overall performance.
The Ripple Effect
GM's investment in employee satisfaction is driven not only by altruistic motives but also by a desire to deliver superior results in the marketplace. The company recognizes that a happy workforce leads to happy customers. Satisfied employees are more likely to go the extra mile to ensure that the right products are delivered to customers promptly and accurately. As the most experienced employees become increasingly valuable, GM's focus on creating a better-engaged workforce will contribute to maintaining high standards and meeting customer expectations. By acknowledging the correlation between employee happiness and customer satisfaction, GM is setting a precedent for success.
Conclusion
General Motors' approach to human-machine interface at its parts facilities demonstrates the company's commitment to investing in its workforce and staying ahead in an evolving industry. By prioritizing employee comfort, engagement, and productivity through automation, ergonomic solutions, and creative research, GM sets a precedent for other manufacturing and warehousing leaders. The company's emphasis on collaboration, listening to employee feedback, and recognizing the impact of employee satisfaction on customer experience contributes to a positive ripple effect throughout the organization. GM's example shows that investing in the cutting edge of human-machine interface is not just about technology but also about nurturing a workforce that drives success.
John Roth just got tapped to head the long-sojourning Cadillac division of General Motors.
Here are some things John Roth has learned along the way about how to introduce automation into existing facilities with an experienced workforce:
“This has been a couple-year journey with our [United Auto Workers union] partners in mind. They’ve been part of the solution set: What do they need to make their jobs easier and more comfortable and make their engagement grow.”
“This is about investing in people and taking advantage of the growth opportunity that we see, as well as being able for them to have a day off,” Roth said. “We won’t have dramatic changes in our employment base, but investment in a healthier lifestyle. We can lean into growth without hurting people.”
“We wanted to make sure that people weren’t hunched over all day and that they’re doing more productive work.”
“So you talk with them and you hear their voices in your head as you go into the marketplace looking for solution sets. You bring them along on the journey and give them an opportunity to improve their engagement.”
“Some of our solutions have included a CNC-based machine that produces the right sizes and types of boxes automatically and an automated storage and retrieval system that brings the work to [employees] at their station. We figured out how to store 46,000 pallets of material and produce it when they need it, on demand, instead of sending employees out into a million-square-foot warehouse.”
“Equipment in that freezing enviromnent is hard to deploy; it’s a little different challenge. We were understanding what they were trying to accomplish in that environment, which was to not have people standing around in refrigerators. They installed an automated storage and retrieval system.
“When employees are happy, you know you’re going to have happy customers. Employees will do what they need to do to get the right product out the door to the right person. This is about taking advantage of [sales growth] and doing it with a better-engaged employee base.”
GM to invest more than $100 million in Customer Care and Aftersales facility
Investment will bring new technology enhancements to help increase safety and reduce ergonomic stressors for employees.
General Motors Co announced plans to invest more than $100 million in its Customer Care and Aftersales (CCA) Davison Road Processing Center, located in Burton, Michigan.
The investment, set to take place over three years, will be used to implement a variety of enhanced technologies to modernize warehouse operations as CCA focuses on increasing workplace safety and modernizing its operations to prepare for industry growth.
“We are proactively investing in our workforce by reimagining the parts fulfillment environment,” said John Roth, GM Global Vice President, CCA. “These technologies will help to reduce physically demanding work on our employees and minimize ergonomic stressors, while also increasing storage capacity and order fulfillment speed. Our goal is to create the right environment for our team so they may continue ensuring customers receive the right part, at the right place, at the right time, and meet this increased demand.”
The Davison Road Processing Center is the main CCA hub for GM Genuine and ACDelco parts distribution and approximately 756,000 parts are packaged each day by this team. Three different technology systems are scheduled to be implemented to enhance workplace safety by easing physically demanding work, including:
Automated Storage and Retrieval System (ASRS) will store up to 46,000 pallets of processed parts, such as HUMMER EV headlamps, for rapid shipment to other parts distribution centers across the country. This system will reduce the amount of lifting by an employee and the time it takes to manually pull a specific part from shelving.
Automated Mini-Load System has the capacity to store up to 146,000 parts for rapid shipment to other parts distribution centers. The system will bring sorted parts to employees and reduce the amount of walking and repetitive movements done by employees which may lead to ergonomic stressors.
The Conveyance, Sortation, and Palletization System will implement 3.5 miles of total conveyance which will move parts along to various stationary, employee workstations. This will reduce the amount of walking and lifting done by employees.
The systems are scheduled to begin installation in November and are expected to be fully operational by April 2025.
“It’s great to see General Motors re-investing in the workers who make this company run,” said Mike Booth, UAW Vice President and Director of the General Motors Department. “In profitable times like these, it’s only right that those profits come back to our facilities and to our proud UAW members.”
In January, GM invested a total of $20.5 million across three of its CCA facilities located in Memphis, Tennessee; Ypsilanti, Michigan; and Burton, Michigan. The previous investment was also used to modernize warehouse operations and implement a variety of automation technologies to support employees as industry demands increase.
The current Davison Road Processing Center was opened in 2019, replacing a smaller facility in Burton, Michigan, and ships approximately 15,000 parts orders each day. It currently employs approximately 1,460 people, and most team members are represented by UAW Local 651.
GM makes investment in Michigan warehouses to prep for EVs (Detroit Free Press)
General Motors will put $20.5 million into three of its Customer Care and Aftersales parts distribution centers in the United States, including two in Michigan, to install various automation technology that will modernize warehouse operations as the automaker prepares to bring dozens of new electric vehicle to the market in the next two years.
The three sites to get the upgrades are GM's Memphis Parts Distribution Center in Memphis, Tennessee; Ypsilanti Processing Center in Ypsilanti, and Davison Road Processing Center in Burton, Michigan, GM said in a statement Thursday.
Here is how the investment breaks down:
Memphis Parts Distribution Center: GM will invest $14 million to implement an automated parts storage and retrieval system. Memphis is a distribution hub for Original Equipment ACDelco parts, EV chargers and supports GM’s newly launched eCommerce business. The Memphis Parts Distribution Center was opened in 1999 and ships approximately 331,700 orders per month. GM employs about 259 people there. The system is scheduled to begin installation by June and start running by October.
Ypsilanti Processing Center: GM will put $3 million into the facility, which has about 164 employees, to implement robotic technology with powered conveyors to lift and put materials on pallets. GM will begin installation by October and it is to be complete by December.
Davison Road Processing Center: The $3.5 million investment there will be used to implement automatic boxing machines, which will create custom-size boxes to fit parts. Installation starts in March and will be operational by April. GM employs about 1,224 people at this facility.
