From Factory Floor to Global Standard:

How Integrated Automation Drove Automotive Excellence at NUMMI

Imagine a bustling city, but instead of people, goods and materials are constantly moving. For businesses, especially in manufacturing and distribution, getting these “goods” from point A to point B efficiently, accurately, and safely is the heartbeat of their operation. This is the world of material handling, and when done right, it can transform a struggling operation into a world-class performer.

This case study explores the remarkable transformation of an automotive plant, a journey that wasn’t just about building cars, but about meticulously designing the flow of every single part. It’s a story that perfectly illustrates the power of a well-executed material handling strategy and highlights the crucial role of a system integrator – the architect and general contractor who makes it all work seamlessly.

The Client: A Bold Partnership in Automotive Manufacturing

Our story centers on New United Motor Manufacturing Inc. (NUMMI), a groundbreaking joint venture formed in 1984 between two automotive giants: Toyota and General Motors (GM). Located in Fremont, California, NUMMI took over a former GM assembly plant with a troubled past.

• A Legacy of Challenges: The original GM plant had a reputation for low morale among its workforce and, consequently, struggled with inconsistent quality in the vehicles it produced.
• A Fresh Start: GM provided the physical plant and capital, while Toyota brought its legendary production expertise and a commitment to quality that was the envy of the global industry.
• The Goal: To create a highly efficient, high-quality automotive manufacturing facility in a challenging economic environment, leveraging the strengths of both partners.

The Challenge: Reviving a Stalled Operation and Mastering Flow

Taking a struggling plant and turning it into a profitable, high-quality manufacturing hub is no small feat. NUMMI faced several significant challenges from day one:

• Overcoming a Troubled Past
  • Low Morale: The existing workforce carried the weight of the previous plant’s difficulties. Building trust and fostering a positive, productive culture was paramount.
  • Quality Perception: Shaking off the reputation for poor quality required a fundamental shift in processes and standards.

Implementing a Revolutionary System

Toyota introduced its world-renowned Toyota Production System (TPS), a philosophy and set of practices focused on efficiency, quality, and continuous improvement. While conceptually simple, TPS is notoriously difficult to implement effectively.

• Beyond Techniques: TPS isn’t just about tools or machinery; it’s a holistic approach encompassing techniques, management systems, and a core philosophy centered on “kaizen,” or continuous improvement.
• The Mindset Shift: Adopting kaizen requires a fundamental attitude of humility – acknowledging imperfections and constantly seeking better ways of doing things. This cultural change is often the hardest part.
• The Complexity of Automotive Assembly: Building a car involves coordinating thousands of individual parts and complex processes across multiple departments (Stamping, Body & Weld, Paint, Assembly).
• Synchronized Movement: Parts must arrive at the right place, at the right time, in the right orientation for assembly. Any delay or error in material flow can halt the entire line.
• Maintaining Quality: With so many steps and components, ensuring consistent quality throughout the process is a constant challenge.
• Safety and Ergonomics: Moving heavy or awkward parts manually poses risks to workers and can lead to injuries.
• Flexibility Demands: Producing multiple models and variations on the same line, built-to-order based on dealer requests, adds layers of complexity to material handling and requires highly adaptable systems.

The Solution: TPS, Kaizen, and Integrated Automation

NUMMI’s success was built on the foundation of TPS and its core principle of kaizen, supported by strategic, integrated automation solutions. The focus was not simply on replacing human labor, but on assisting workers, improving flow, enhancing quality, and ensuring safety.

• The Power of the Toyota Production System (TPS) TPS provided the operational blueprint, emphasizing:
• Maximizing Flow: Designing processes to ensure materials and products move smoothly and continuously through the plant.
• Eliminating Waste: Identifying and removing any activity that doesn’t add value, from excess inventory to unnecessary movement.
• Respecting People: Empowering workers, valuing their input, and ensuring their safety and well-being.
• Kaizen, The Engine of Continuous Improvement: The relentless pursuit of kaizen meant that NUMMI and its partners were never satisfied with the status quo. They were always looking for incremental improvements.

“Our standard is kaizen: Keep working at it to get it to where we need it,” explains Dan Porter, Manager of Assembly Engineering at NUMMI. “It’s hard to find companies like FloStor that are willing to meet the kaizen standard. In an assembly environment, field testing will always reveal shortcomings and modifications will be required. This is why the persistence of the people at FloStor is so valuable to our operation.”  

The Role of the Material Handling System Integrator – FloStor

This is where the role of a material handling system integrator becomes crucial. Think of them as the orchestra conductor for your operational flow, or the general contractor who brings together all the specialized trades to build a cohesive structure. FloStor served as this vital partner for NUMMI.

“As the lead times get shorter for each model rollout, we rely on FloStor to fast-track a project, said Dan Porter. “We have a solid working relationship, they are familiar with our operations, and they know our requirements. They understand TPS and how we want our equipment to function,” notes Dan Porter.

• Understanding the Symphony: FloStor didn’t just provide equipment; we deeply understood the principles and practices of TPS. This allowed us to design and implement automation solutions that seamlessly integrated into NUMMI’s existing and evolving workflow, working in harmony with the plant’s philosophy.
• Designing the Architecture (From Planning to Performance): FloStor collaborated closely with NUMMI’s engineers from the initial concept discussions to the final system design. They didn’t just sell off-the-shelf solutions; they developed custom systems based on detailed performance criteria.
• Strategic Automation, Not Just Automation for Automation’s Sake: NUMMI’s automation strategy, guided by TPS, was focused and purposeful:

• Assisting the Operator (Preset Auto – PSA): Rather than aiming for fully automated systems that require perfect conditions (rare in an assembly plant), NUMMI prioritized PSA systems that assisted human operators. These systems, like those positioning components for installation, leveraged human judgment for quality control while reducing physical strain.
• Addressing Key Needs: Automation was implemented strategically where it provided the most value:
  • Excessive Weight: Systems to handle heavy components safely.
  • Safety and Ergonomics: Reducing the risk of injury from repetitive or strenuous tasks.
  • Reducing Cycle Time: Speeding up specific processes to improve overall line throughput.

“The people at FloStor are really good problem solvers, and were key for us having a successful model launch,” said Assembly Engineering Manager Porter. “FloStor continues to make modifications until the system works the way we need it to under actual conditions.”

Porter continued: “I would definitely give FloStor a lot of credit for sticking with it, and for a level of communication above and beyond what most companies would consider normal. I would sum them up as creative, flexible. And persistent.”

Examples of Integrated Solutions by FloStor

FloStor’s work at NUMMI demonstrates the breadth of a system integrator’s capabilities in designing and implementing various types of material handling solutions:

• Delivery Systems: Moving components within subassembly areas or to the main line.
  • Overhead Tire Line
  • Seat Component Accumulation
  • Stamping Press Rack Handling
  • Rim Delivery
  • Seat Distribution
• Handling Systems: Fully automated processes within sub-assembly or on the main line.
  • Molding/Cladding Application
  • Fuel Tank Loading
  • Body Sealant Application:
  • Fuel Tank Delivery
  • Spare Tire Insertion
  • Glass Installation Stabilizer
• Presentation Systems
  • Fuel Tank Installation
  • Mounted Tire Installation
  • Glass Installation
  • Engine Subassembly
  • HVAC Installation
  • Paced Work Platforms
  • Seat Assembly
  • Fuel Tank Assembly
  • Instrument Panel Installation
  • Custom Racks & Dollies

Conclusion

The NUMMI-FloStor partnership wasn’t just about systems and equipment—it was about shared ambition and relentless execution. FloStor stood shoulder-to-shoulder with NUMMI through every challenge, designing custom automation that elevated every part of the operation. Their deep commitment to kaizen, creativity under pressure, and refusal to settle for “good enough” helped transform NUMMI into a global symbol of manufacturing excellence. Together, they proved that with the right partner, no challenge is too great—and no standard is out of reach.