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A disciplined, robust process at BorgWarner tracks such critical metrics as cost, quality and safety. The process challenges each operation to account for, cover and neutralize all their costs, both on the positive and negative sides. This process addresses the need to offset increasing costs for commodities and employee welfare, and price pressures inherent in a competitive marketplace. 

Regina Dunagan 

Team Leader BorgWarner Transmission Systems Bellwood, Illinois, USA 

Like thousands of employees through- out BorgWarner’s worldwide network of facilities, Regina Dunagan takes her job personally. Their commitment to continu- ous improvement translated into a 13% increase in sales per employee in 2004. 

A team leader in a cell that makes clutch packs, Regina’s top priority is assuring product quality. She knows that manufac- turing is the backbone of the company’s success and that product leadership means being the best at what we do. At the end of her day, she wants to know that she did her best, and that her fellow work- ers feel the same way. 

In her 21 years with the company’s trans- mission business, Regina has seen a lot of changes. The most dramatic is the move from manual assembly to the flexibility of today’s automated processes. She works on products that move all over the world. 

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“ My job is to deliver quality products. With me, it’s personal.” 

Through training, new equipment and production optimization techniques, out- put of her plant has doubled over the past few years. 

Manufacturing flexibility is key. In the com- petitive auto industry, productivity improve- ments need to outpace cost increases and low value-added manufacturing processes are outsourced. Our people know that better productivity helps secure the future of the company and that our compensation systems reward them for their success. 

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