Six Sigma Volunteers Recognized

United Way recognizes Eli Lilly for its commitment to the community. Lilly's Six Sigma professionals donated their expertise to helping non-profits, in addition to the financial support provided by the company. Donating expertise is a visible way to connect with the community and identify the critical few levers that can drive improvements. ...

... "Lilly employees also donated an estimated 5,000 volunteer hours of skills-based Six Sigma expertise to help increase efficiency at area nonprofits and sales employees throughout the US supported their home communities by volunteering in areas of need. " ...

Via Inside Indiana: Eli Lilly

Eli Lilly Six Sigma Program: "Meanwhile, about 400 of our employees worldwide are now working as Six Sigma Black Belts … and a couple thousand more Lilly people are Green Belt-trained. These folks are helping us to take out work and costs … to improve the quality of our products … and to speed up key processes throughout the business. In 2007 alone, the financial benefit of projects completed by our Six Sigma team totaled more than $600 million. "

Kaizen Idea Submission

Accelerate employee adoption of kaizen techniques by embracing idea submissions by the workforce. Reinforce the concept of open submission and transparency on how improvements are selected. ...

... "Don’t commit the mistake of giving only recognition to accepted employee ideas. Kaizen --- the Japanese word for continuous improvement --- is all about idea submission, and not acceptance, according to Matthew May ... " ...

Via BusinessWorld: Employee suggestions

Boeing Lean Manufacturing a Differentiator

Boeing wins Air Force contract for maintenance. ...

... "Using Lean manufacturing, and employee involvement initiatives, we have reduced the number of days the aircraft are out of service for maintenance by 19 percent, cutting costs by 15 percent per aircraft. " ...

Via Aviation Week: Boeing Success

Workforce Involvement in Lean Six Sigma Program

Army base involves civilian workers in their Lean Six Sigma program. ...

... "The Lean Six Sigma process allows workers to identify paperwork, standard operating procedures and bureaucratic waste that undercuts customer service and makes jobs harder to do, he said. " ...

Via Stars & Stripes: Involving Workers in Eliminating Waste through Lean Six Sigma

Six Sigma Thought Process Pervades Employee Culture

Small companies can have success with Six Sigma through using its DMAIC process to guide employee behaviors and thought process. ...

... "Your company may be math-challenged and the thought of doing anything with statistics may put you to sleep, but don't throw out the baby with the bathwater. Through the Six Sigma DMAIC thought process, you can involve employees in reaching company goals. " ...

Via Inc: Six Sigma

Army Modernization Lean Techniques For Helicopter Manufacturing

Army Chinook modernization program uses lean manufacturing to eliminate waste and lower costs. ...

... "Throughout this process, the implementation of lean manufacturing processes on the factory floor and use of employee involvement teams have reduced manufacturing costs and improved production efficiency. " ...

Via Defense Industry Daily: US Army Chinooks Manufacturing ...

5S Effort: Lean at Moyno

Moyno implements lean manufacturing initiatives to achieve profitability through cost savings and to attract and retain highly skilled employees. ...

... "The 5S efforts of the lean manufacturing program involve five specific areas of focus: sort, set in order, shine, standardize and sustain. At Moyno, 5S is being implemented in six areas including, for example, the chrome plating area, the small pump area and the office area. " ...

Via Impeller: Lean Manufacturing Initiatives Increase Efficiencies at Moyno ...

Chinook Helicopter: Lean Manufacturing Produces ...

Chinook production is made more efficient through lean practices ...

... "Throughout this process, the implementation of lean manufacturing processes on the factory floor and use of employee involvement teams have reduced manufacturing costs and improved production efficiency. " ...

Via Defense Industry Daily: Link

Human Resource Supports Lean Manufacturing ...

Human resources and the incentives that motivate employees enable successful organizations and support lean manufacturing excellence. ...

... "Manufacturing jobs often involve complex and dangerous machinery, said Ketchen. In high-performing companies, the services that the human resource function provides, such as safety and training, support other programs such as quality management and lean manufacturing systems to make sure that workers are safe, motivated and productive. " ...

Human Resource Supports Lean Manufacturing: Via Reliable Plant: Research shows cutting employee incentives hurts

The Lean Metal Shop ...

Metal working business strategy includes lean manufacturing techniques ...

... "The best shops have and maintain business strategies that are designed to make them better. The management tools they use—whether they involve lean manufacturing, continuous improvement programs or Toyota management systems - are put into place to support those basic strategies, and those strategies are focused on one thing: cutting metal. " ...

Via American Machinist: How Do You Measure Up?

Lean Manufacturing Stanley Furniture Efficiency Program ...

Stanley Furniture shows reasonable results for the quarter and highlights its lean manufacturing efficiency program, which has resulted in better working capital performance and higher cash flows from inventory reductions. ...

... "We are very pleased with strong cash flow for the first half of 2006 and the progress we have made in our continuous improvement efforts using lean manufacturing principles. These efforts have already resulted in a significant decrease in inventories while improving customer service levels and we believe we are laying the ground work to further improve processes and efficiencies. " ...

Lean Manufacturing Stanley Furniture Efficiency Program: Via Stanley Furniture: Stanley Furniture Announces Second Quarter 2006 Operating Results ...

Stanley is committed to lean manufacturing as a means of continuous improvement, as shown in its first quarter earnings announcement. ...

Comments on Stanley's lean manufacturing program from its first quarter management discussion: "Recently, we began reinvigorating our continuous improvement efforts using lean manufacturing principles, to improve processes and efficiencies. Near term, as these efforts allow us to continue reducing inventories, we anticipate lower production levels and operating margins. How quickly and to what extent we are able to lower costs, improve quality and reduce inventories is difficult to project, but we are confident this will position the Company to better compete primarily as a domestic manufacturer, execute our strategy and deliver value, concluded Scheffer. "

Stanley has created a competitive advantage through its on-shore manufacturing capability. This flexible blend of manufacturing capabilities is discussed in the 2005 annual report. ...

Stanley's Blended Manufacturing Strategy: Cellular Lean Manufacturing: "Central to executing this blended strategy are our four U.S. factories – domestic manufacturing capabilities we regard not only as our core competency but also a competitive advantage. Very simply, the ability to manufacture an extensive product line – accounting for some two-thirds of our revenues – in close proximity to our U.S. customer base is critical. We don't believe supply chains, which begin on the other side of the world can match our average shipping rate: less than 14 days.

To provide our products and support this broad distribution network, we have implemented a blended operating strategy combining efficient and flexible manufacturing processes with offshore sourcing of component parts and finished goods. We incorporate selected imported component parts and finished items in our product line to lower costs, provide design flexibility and offer a better value to our customers. We emphasize continuous improvement in our manufacturing and sourcing processes to enable us to continue providing competitive advantages to our customers, such as quick delivery, reduced inventory investment, high quality and value.

These manufacturing processes produce smaller, more frequent and cost-effective runs. We focus on identifying and eliminating manufacturing bottlenecks and waste, employing statistical process control and, in turn, adjusting manufacturing schedules on a daily basis, using cellular manufacturing in the production of components and improving our relationships with suppliers by establishing primary supplier relationships. In addition, a key element of our manufacturing processes is to involve all Company personnel, from hourly associates to management, in the improvement of the manufacturing processes by encouraging and responding to ideas to improve quality and to reduce manufacturing lead times. Furthermore, each of our manufacturing facilities is focused on compatible products to improve quality and lower production costs. "

Business Transformation Through Six Sigma Methodology ...

Nortel business transformation will be supported by use of Six Sigma methodology. ...

... "The company's Business Transformation plan is focused on simplifying Nortel's business, improving quality, reducing direct and indirect costs, and generating new revenues. It is designed to address the company's biggest operational challenges and comprises six key areas: Services, Supply Chain Effectiveness, Revenue Stimulation (including Sales and Pricing), R&D Effectiveness, General and Administrative Effectiveness, Organization & Workforce Effectiveness. The Business Transformation teams consist of top-performing employees specifically chosen to lead and support the efforts. These activities will be further supported by implementation of the Six Sigma quality programs and broad employee engagement initiatives. " ...

Business Transformation Through Six Sigma Methodology: Via Nortel: Nortel Announces Short-Term Priorities to Build Shareholder Value ...

Lean Manufacturing Factory Floor ...

Factory floor benefits from lean manufacturing process ...

... "Throughout this process, the implementation of lean manufacturing processes on the factory floor and use of employee involvement teams have reduced manufacturing costs and improved production efficiency. " ...

Lean Manufacturing Factory Floor: Via Defense Industry Daily: US Army in Flight on Production of (Re)New H-47 Chinooks ...

Lean Manufacturing Employee Involvement ...

Leader knows that lean manufacturing success is driven by employee involvement, which places a premium on driving workforce adoption of the principles ...

... "From became president of the division in August, and since he has come on board, Lincoln Foodservice has sought to involve more employees in the improvement of its lean manufacturing processes. " ...

Lean Manufacturing Employee Involvement: Via Fort Wayne Business Weekly: Lincoln Foodservice to capitalize on toasted craze ...

Lean Manufacturing Boot Camp ...

Interesting lean course in immersion / boot-camp format ...

... "Lean Systems Boot Camp: Lean Manufacturing Boot Camps are immersion learning experiences for 18 students built upon hands-on, discovery-learning exercises where concepts introduced in the classroom are immediately applied. These exercises involve training factories, simulations, and field activities at manufacturers." ...

Lean Manufacturing Boot Camp: Via Lean Systems Academic Program, UK Center for Manufacturing, University of Kentucky, College of Engineering ...

Lean Manufacturing Streamlines Workflow and Repair Operations ...

Metro Toyota embraces lean manufacturing principles in its repair operations to streamline the workflow ...

... "The DCR repair process utilized at the Metro Toyota facility employs lean manufacturing principles that involve task-specific, highly trained technicians working with cutting-edge equipment and tooling. The model is designed to streamline workflow and enable the repair operation to become dependable and offer a high-level of consistency in guaranteed quality and vehicle delivery ... " ...

Lean Manufacturing Streamlines Workflow and Repair Operations: Via ABRN (Automotive Body Repair News: Metro Toyota grabs top Toyota certification for new collision repair center ...

Kaizen Operations Manager Position Available ...

Operations management position requires kaizen experience ...

... "This is a role of tremendous scope and potential, reporting to the General Manager and leading a dedicated, multi-disciplined operations team covering manufacturing, logistics, planning and kaizen. You will be responsible for developing and implementing the strategic operations plan whilst introducing structural and cultural change in order to capitalise on rapidly evolving market opportunities. This will involve changing outmoded ways of thinking, encouraging open communication and initiative and leading a 500 strong workforce in the pursuit of greater profitability and performance. Key tasks will include establishing a zero PPM culture within the organisation and using TPS to drive standardised working practices. " ...

Kaizen Operations Manager Position Available: Via jobs.telegraph.co.uk: UK job vacancies, online job search ...

TQM Total Quality Management Process

... "The process of TQM (total quality management) started in Rane group on 1999 with the first workshop by a Japanese expert Dr Washio. A complete reappraisal of business process was undertaken to plug the gaps in command and control systems, provide adequate training to workers and involve them in participatory management, said L Ganesh, vice-chairman, Rane group at the felicitation meet. " ...

Via News Today: Rane group felicitated for winning Deming ...

Lean Thinking Wiremold Story ...

Moraine Park AMTC presents The Wiremold Story ...

... "Wiremold's employee teams took a struggling company, with shares valued at $25, to a $505 value and sales from $100 million to $470 million in 9 years; and how continuous improvement tools such as Lean Manufacturing and Six Sigma helped and continue to help Wiremold on their world-class journey. " ...

Six Sigma Healthcare Balanced Scorecards ...

Six Sigma Healthcare Balanced Scorecards: Atlantic Health System to rev up balanced scorecard with SAS

... "The SAS Performance Management for Healthcare solution enables organizational leaders to focus, communicate and collaborate on strategy and then to turn those strategies into action. Executives can implement balanced scorecards, Six Sigma or other quality frameworks to integrate traditional business data, like revenues and profits, with intangible measures such as the satisfaction of their patients, employees and physicians. SAS allows decision makers to communicate and measure, at an enterprise level, the degree of strategic alignment and the progress toward desired outcomes. Teams at several leading healthcare provider organizations employ SAS Performance Management for Healthcare to achieve quantifiable improvements in patient safety, clinical quality, physician engagement and employee satisfaction and retention. These providers include Brigham and Women's Hospital in Boston, Virginia's Centra Health, Duke University Hospital, Maine Medical Center and Yale New Haven Health System. " ...

SAS is the market leader in providing a new generation of business intelligence software and services that create true enterprise intelligence. SAS solutions are used at more than 40,000 sites – including 96 of the top 100 companies on the FORTUNE Global 500® – to develop more profitable relationships with customers and suppliers; to enable better, more accurate and informed decisions; and to drive organizations forward. SAS is the only vendor that completely integrates leading data warehousing, analytics and traditional BI applications to create intelligence from massive amounts of data. For nearly three decades, SAS has been giving customers around the world The Power to Know ®.

Kaizen Strategy: Lean Manufacturing

Waste Minimization: Lean Manufacturing

... "The kaizen strategy aims to involve workers from multiple functions and levels in the organization in working together to address a problem or improve a particular process. The team uses analytical techniques, such as Value Stream Mapping, to quickly identify opportunities to eliminate waste in a targeted process. The team works to rapidly implement chosen improvements (often within 72 hours of initiating the kaizen event), typically focusing on ways that do not involve large capital outlays. Periodic follow-up events aim to ensure that the improvements from the kaizen blitz are sustained over time. Kaizen can be used as an implementation tool for most of the other lean methods." ...

Kaizen Blitz Involves Workforce ...

Lean Manufacturing - Kaizen Blitz - Involve Your Workforce in the Pursuit of Eliminating Waste ...

... "What is Kaizen Blitz? A Kaizen Blitz is an intensive and focused approach to Process Improvement. Kaizen means continuous improvement and Blitz means lightning fast. This continuous improvement methodology combines lean manufacturing tools such as the 5S's of Workplace Organization and Standardization, Cells, Pull/Kanban, Setup Reduction and Line Balancing. Each tool incorporates team empowerment, brainstorming and problem solving to rapidly make improvements to a specific product or portions of your processes." ...

The Kaizen Event methodology has been used extensively for improving the organization of work in factories and actual methods used to manufacture products. The results are real-time with implementation occurring within one week.

Theory of Constraints Philosophy ...

NWCG IRM-PMO Project Management Glossary - T

... "A four-step management philosophy developed by Dr. Eli Goldratt that involves:

Identifying the system's constraints

Working to exploit those constraints (either through strengthening the constraint or getting maximum performance out of the key constraint)

Subordinating everything else to the above decision (given the key constraint, all operational decisions involve improving the processes as much as possible relative to this controlling constraint, e.g. a bottleneck in a production process).

Working to elevate the constraint (improve or eliminate the bottleneck and then reexamine the system).

Once the critical constraint is eliminated, a new constraint will arise to take its place. So the process continues until the smallest level constraint is identified that can impact on the whole system. In project management, the key constraint (using TOC ideas) is the critical path of the project since it determines the length of the project and hence is the key constraint. TOC is used in the critical chain approach as an alternative to CPM or PERT for determining the length of a project by using critical resource control and application." ...

Theory of Constraints PM Training to Manage Testing Facilities Better ...

NASA Langley Research Center Wind Tunnel Enterprise: The Wind Tunnel University ...

... "Train all test engineers, technicians, and others in the use of Theory of Constraints Project Management and apply these tools to managing the wind tunnel tests and other activities in the wind tunnel facilities. This would involve approximately 24 hours of training for facility managers and planners and 8 hours of training for all others in the RFB facilities. " ...

Industrial production Manager Job ...

Industrial production managers

... "Industrial production managers also must monitor product standards. Inspecting samples of finished goods and recording defects enables managers to statistically analyze quality control problems. While traditional quality control programs reacted only to problems that reached a certain significant level, newer management techniques and programs, such as ISO 9000, Total Quality Management (TQM), or Six Sigma, emphasize continuous quality improvement. If the problem relates to the quality of work performed in the plant, the manager may implement better training programs or reorganize the manufacturing process, often based upon the suggestions of employee teams. If the cause is substandard materials or parts from outside suppliers, companies may work with their suppliers to improve their quality. " ...

Waste Minimization Kaizen Methods ...

Waste Minimization: Lean Manufacturing ...

From EPA ...

... "Kaizen, or rapid improvement processes, are often considered to be the building block of all lean production methods. Kaizen focuses on eliminating waste in the targeted systems and processes of an organization, improving productivity, and achieving sustained continual improvement. This philosophy implies that small, incremental changes routinely applied and sustained over a long period result in significant improvements. The kaizen strategy aims to involve workers from multiple functions and levels in the organization in working together to address a problem or improve a particular process. The team uses analytical techniques, such as Value Stream Mapping, to quickly identify opportunities to eliminate waste in a targeted process. The team works to rapidly implement chosen improvements (often within 72 hours of initiating the kaizen event), typically focusing on ways that do not involve large capital outlays. Periodic follow-up events aim to ensure that the improvements from the kaizen blitz are sustained over time. Kaizen can be used as an implementation tool for most of the other lean methods." ...

Kanban Techniques: Whirlpool Corporation Marion Division-Marion ...

From Enviro$en$e, Case Study on Whirlpool Corporation Marion Division ...

... "Pollution prevention was initiated with waste minimization efforts in the mid-80's and extended from that effort to the current plan. The recycling of cardboard began with the purchase of a baler, which created a dust and particulate problem and was replaced by a compactor. The compactor was very successful at reducing volumes and allowing efficient recycling. Separation of solid waste was accomplished by installing a two-compactor system in 1990. These initial efforts were successful because of employee involvement and good management practices. Cost savings were realized from the recycling of cardboard. This recycling project led employees to work with vendors to design plastic returnable containers to lessen cardboard waste. The Marion Division is undergoing extensive changes in production planning. Just-in-Time inventory, Kanban and Point of Use Supply strategies are being implemented. These manufacturing principles will assist in efforts to minimize waste and prevent waste production. Use of employee involvement teams has been crucial to identify waste production areas. Through their efforts the use of returnable containers has been implemented " ...

Enviro$en$e is a free, public environmental information system resident on the Internet's World Wide Web. This Web site provides users with pollution prevention/cleaner production solutions, compliance and enforcement assistance information, and innovative technology and policy options. It also provides access to funding, grants, and environmental research publications. Enviro$en$e, which is currently part of the US Environmental Protection Agency's (EPA) Web site, was opened to the public in 1994 and was initially funded through the Strategic Environmental Research and Development Program (SERDP).

Hand Geometry Technology: Port of Rotterdam Relies on Recognition Systems Biometric ...

From Business Wire (press release), CA ... Application Market Penetration Leadership Award for access control and time and attendance applications in Frost & Sullivan's study, World Biometrics Market. ...

... Recognition Systems, the biometric component of Ingersoll-Rand's (IR) Security & Safety's Electronic Control Systems, announced today that the Port of Rotterdam (Netherlands), an international center of trade, transshipment, industry and distribution, is using hand geometry technology in conjunction with a smart chip card to verify that truck drivers entering and exiting the port are who they say they are. Fraud is virtually impossible by using the biometric hand scan in combination with the CargoCard. The Port of Rotterdam system is a predecessor application to the "Transportation Worker Identity Program (TWIC)" now being developed by the U.S. Transportation Security Administration, which could ultimately involve 6 million workers at U.S. seaports, airports, railways and other transportation facilities. ...

With over 80,000 hand geometry units throughout the world reading millions of hands each day, Recognition Systems, founded in 1986, is the pioneer of hand recognition technology used in access control, time and attendance and identification applications. The company is the world sales leader of biometric verification devices and serves an international clientele from its headquarters in Campbell, Calif. The Port of Rotterdam is Europe's largest container port and plays a very important role in the European import and export market. In 2002 some 322 million tons of cargo passed through the Port of Rotterdam. The excellent hinterland connections by water, road, rail and pipeline make Rotterdam an outstanding logistic hub. The port and adjacent industrial area spans forty kilometers and runs from the city center to the North Sea. Most of the transshipment entails bulk goods such as oil, chemicals, coal and ores.

Lean and Six Sigma: Manufacturers Cite Cost of Business and Global Competition as Greatest Challenges

From flexware Innovation ...

... "Respondents were also asked what continuous improvement strategies were important for them to understand. 97% of the survey participants indicate Lean Manufacturing with 82% noting Six Sigma. Within these two categories, flow, Kanban, supply chain issues, and root cause analysis, are important to executives and their teams. A portion of the survey sought to determine how executives stay abreast of the latest trends in manufacturing. A combined 44% of the respondents indicate industry publications and peer interaction as the primary sources of educational information. 42% cite seminars, trade shows, and professional associations collectively. " ...

About Flexware Innovation, Inc. Flexware was founded in 1996 by Scott Whitlock and is now employee-owned. The company found a niche in connecting the increasingly automated plant floor with existing business and accounting systems. Flexware employs more than 30 manufacturing systems professionals and support staff, serving clients in the pharmaceutical, medical device, assembly, and automotive industries.

About Purdue University’s Krannert Executive Education Programs (KEEP) KEEP offers distinct executive degree programs, all accredited by the Association to Advance Collegiate Schools of Business. Programs include an executive master's in business, an international master's in management, a weekend executive MBA, and an executive master's in business in Germany. KEEP also offers varied non-degree executive programs tailored to the needs of specific industries and firms.

Defect Rate DPMO: Texas Instruments Semiconductor Group - Midland, TX:Quality Improvement Teams

... "As a part of the manufacturing strategy, Quality Improvement Teams (QITs) have successfully provided the catalyst for virtually all product and process improvements at TI/SG/MP. In 1985, the TI/SG/MP cost of quality was $9 million with a defect rate of 3,500 ppm and a yield of 80% overall. TI/SG/MP made a commitment on quality that year, and the commitment led to a culture of total quality, continuous improvement, and employee education. Each year, roadmaps were developed, data was collected and analyzed, and processes were evaluated. Team-building was accomplished through employee education and skills development -- and importantly -- by using QITs. " ...

Synchronous Manufacturing: Fernco Inc. ...

From NIST MEP ...

... "by 1987 other firms had discovered the opportunity and began entering the market. Competition had arrived. Fernco saw its costs climbing and its profits falling. Company president Joe Kryska made a commitment to educate and involve Fernco employees in efforts to become more competitive. The firm began integrating synchronous manufacturing practices. In response to Fernco's interest in this practice, the Michigan Manufacturing Technology Center developed a project to introduce managers to the Saturn Corporation's Five Point Program ( a successful model in this area) through training and implementation assistance." ...

NIST, an agency of the Commerce Department's Technology Administration, was founded in 1901 as the nation's first federal physical science research laboratory. Over the years, the scientists and technical staff at NIST have made solid contributions to image processing, DNA diagnostic "chips," smoke detectors, and automated error-correcting software for machine tools. Just a few of the other areas in which NIST has had major impact include atomic clocks, X-ray standards for mammography, scanning tunneling microscopy, pollution-control technology, and high-speed dental drills.

MEP stands for the Manufacturing Extension Partnership. MEP is a nationwide network of not-for-profit centers in nearly 350 locations nationwide, whose sole purpose is to provide small and medium sized manufacturers with the help they need to succeed. The centers, serving all 50 States and Puerto Rico, are linked together through the Department of Commerce's National Institute of Standards and Technology. Centers are funded by federal, state, local and private resources to serve manufacturers. That makes it possible for even the smallest firms to tap into the expertise of knowledgeable manufacturing and business specialists all over the United States. These specialists are people who have had experience on manufacturing floors and in plant operations.

Kaizen Technique: United Electric Controls - Watertown, MA:Design Kaizen

From The Office of Naval Research's Best Manufacturing Practices (BMP) Program ...

... "UEs Design Kaizen follows the Japanese Kaizen method for continuous improvement in its engineering design operations. The Kaizen methodology teaches that higher levels of performance can be achieved through an ongoing process of continuous improvement; supportive management: 100% participation; simple but reliable solutions; multi-functional teams; employee rewards and recognition; and applicability to all operational areas. The main thrust of the Kaizen process focuses on allowing the employee to be an effective contributor to the ongoing processes of the company." ...

The Office of Naval Research's Best Manufacturing Practices (BMP) Program was created in 1985 to help businesses identify, research, and promote exceptional manufacturing practices, methods, and procedures. Its objective is to empower defense and commercial customers to operate at a higher level of efficiency and effectiveness. The mission of the Best Manufacturing Practices Center of Excellence (BMPCOE) is to provide a national resource to foster the identification and sharing of best practices being used in industry, government, and academia, and to coordinate a cooperative effort to strengthen the U.S. industrial base for global competition. The BMPCOE staff can assist projects with systems engineering best practices throughout a product's life cycle using process-based solutions to reduce risk and eliminate surprises.

United Electric Controls is a privately held corporation that has been in operation since 1931. Headquartered in Watertown, MA, UE is a leader in the design, manufacturing and application of Threshold Detection and Switching™ technology. The products protect people, valuable equipment, the environment and processes in a wide variety of industrial applications by monitoring pressure or temperature conditions and performing critical alarm, control and shutdown functions of equipment or processes according to the customer’s needs.

Lean Six Sigma: InformationWeek Magazine Ranks Xerox among Top 10 Information ...

From Business Wire (press release), CA ... At Xerox, for example, project teams are using Lean Six Sigma tools to identify, reengineer and further strengthen the key business processes and technologies ...

... Xerox Corporation (NYSE: XRX) has been named to the Top 10 of CMP Media LLC's InformationWeek 500, a listing of the nation's most innovative users of information technology. The company ranked No. 9 among the 500 companies recognized for IT innovation in 2004, up from No. 220 last year. Xerox also was recognized as No. 1 in the "consulting and business services" industry category. ...

Xerox Corporation (NYSE:XRX) is a $15.7 billion technology and services enterprise that helps businesses deploy smart document management strategies and find better ways to work. Its intent is to constantly lead with innovative technologies, products and solutions that customers can depend upon to improve business results. Xerox provides the document industry's broadest portfolio of offerings. Digital systems include color and black-and-white printing and publishing systems, digital presses and "book factories," multifunction devices, laser and solid ink network printers, copiers and fax machines. Xerox's services expertise is unmatched and includes helping businesses develop online document archives, analyzing how employees can most efficiently share documents and knowledge in the office, operating in-house print shops or mailrooms, and building Web-based processes for personalizing direct mail, invoices, brochures and more. Xerox also offers associated software, support and supplies such as toner, paper and ink. Headquartered in Stamford, Conn., Xerox is No.130 among the Fortune 500 and has 60,600 employees worldwide, including 35,100 in the United States (March 2004). The company's operations are guided by customer-focused and employee-centered core values -- such as social responsibility, diversity and quality -- augmented by a passion for innovation, speed and adaptability.

Six Sigma Program: UK: Holset to undertake pilot with Wesupply

From just-auto.com, UK ... The pilot, which will involve key end housing suppliers, including one global supplier, followed a Six Sigma internal investigation of Holset’s business ...

Lean Kaizen: Kaizen Blitz Workshop...

From Bulltek ... This workshop have been implemented within the automotive sector which provided a continual basis to paradigm shifting where teams are implementing on going new improvements.

The workshop:

What is Kaizen (and what is not)
Identification, evaluation, and analysis for implementation improvements team focused: Transfer of tacit knowledge; Identification of solution and opportunities; Tackling improvement and opportunities through sub-teams analyzing opportunity or problem; Deciding on best path and blitz implementation; Identifying and defining what's to implement immediately, short and medium range; Discussion with management on the improvement in terms of $$.

Further continuing with:

Employee involvement
Kaizen and Blitz principles involving identification, knowledge sharing, and evaluation based on principles compatible with stopping, reduction, and changing managerial system focus providing the fundamentals for consciousness, continuity, involvement; This is all within a week of teamwork.

Since 1984 BULLTEK LTD has tailored its services assisting in competitiveness, reduction of risk, and technology. We focus our collaborative teamwork by addressing the complex business challenges faced by global clients. Through our GlobalNet (of selected professionals, associations, universities, joint ventures, and partners) we have grouped a highly competent network of services, professionals and technologies continuously enhanced focusing on industry, global, regional "best practices", and security while prioritizing on informative content and support.

Lean Manufacturing Success in the Air Force

The successful conclusion of an Air Force Manufacturing Technology (ManTech) program has reaped numerous benefits for the warfighter, not the least of which is a whopping five-to-one return on the Air Force's investment that amounts to more than $100 million.

Cost reductions were achieved by reducing component manufacturing cycle times through product and process quality improvements. These steps included the application of Lean business practices. These efforts refined and implemented Lean, non-proprietary business policies and practices and the use of electronic data affecting cycle time and product quality across the sector. This was an execution of cooperative endeavors, and showed the benefits of collaboration to resolve common, pre-competitive issues that would not be addressed in the previously used one-on-one, supplier to OEM relationship.

Lean manufacturing practices are generally aimed at transforming the aerospace enterprise, including smaller companies within the ManTech supply chain, that are increasingly responsible for as much as 80 percent of the production work on some Air Force programs, into Lean Supplier Networks for prime aerospace contractors, like Boeing and Lockheed Martin. The primary contractors employ a manufacturing production flow system that necessitates consistent, reliable delivery of quality components from all suppliers.

A variety of Lean practices have been incorporated into many prime aerospace manufacturing facilities, in some cases creating drastic changes in how the company operates. At some facilities the Lean practices used involve eliminating ergonomic problems by designing new tools, or altering work-station configurations that improve the physical nature of the production process.

The Air Force Research Laboratory seeks to make a better flying machine. Since 1917, when the directorate was activated as the Materials Section of the U.S. Army Signal Corps at McCook Field in Dayton, Ohio, the Materials and Manufacturing Directorate and its predecessors have played key roles in research and development efforts that have advanced aerospace capabilities to where they are today.

Lean Manufacturing: Trade, Terrorism discussed at candidates forum

From San Jose Mercury News, CA ... So anyone who is promising to bring back manufacturing jobs doesn't understand lean manufacturing continues quality improvement.". ...

...2004 Recipients of the 2004 Shingo Prize for Excellence in Manufacturing. Dubbed the "Nobel prize of Manufacturing" by Business Week, the Shingo Prize is increasingly being recognized as the premier manufacturing award and recognition program in North America. Nine state-level awards and a public-sector category, primarily for Military Depots doing re-manufacturing, have been implemented in recent months.

Three notable achievements of the 2004 recipients include: one, 7 of the 12 achieved product quality of less than 10 "returned parts per million opportunities" from the customer; two, 7 of the 12 have inventory turns of more than 25 per year (compared to a U.S. average of 8); and three, premium freight as a percent of production costs averaged 0.12 percent. These data cover the full-year of 2003 and are all clear indicators of world-class manufacturing achievements.

"Once again the recipients of the Shingo Prize demonstrate that they are prepared to weather economic uncertainty by not wasting precious manufacturing and business resources, "said Ross Robson, Shingo Prize executive director. "Shingo Prize recipients and lean manufacturers clearly stand out among the manufacturers of North America in terms of quality, cost, delivery and business results."

This year's Shingo Prize Recipients are:

ArvinMeritor Light Vehicle Systems Gladstone plant, Columbus, Ind. -- This facility proudly manufactures complete exhaust systems and components for today's leading car manufacturers. Through an engaged workforce of more than 700 people who are trained in lean principles, team building and employee involvement practices, substantial quality and productivity improvements have been made. Most notably, those improvements have included a decrease in customer PPMs of 72 percent since 2000, a decrease in supplier PPMs of 99 percent since 2000, a 54-percent decrease in the cost of non-quality since 2000, and an on-time delivery average of 99.9 percent since 1999.

Delphi Corporation, Delphi Electronics and Safety, Delnosa 5 & 6 Operations, Reynosa, Mexico -- Delnosa 5 & 6 manufactures over 24,000 vehicle electronics products daily for 72 customer locations in 11 countries for Delphi Corporation (NYSE: DPH - News). Delnosa's product line includes Audio, Mobile Multimedia, Telematics (interactive satellite technology), Navigation Radios, and Antenna Electronics. Delnosa also produces over 16 million molded and decorated plastic parts and assemblies each month that are used in Delphi facilities globally. In the last three years, Delnosa has increased productivity by 41%, increased inventory turns by 70%, improved first time quality by 76%, and increased asset utilization by 40%. Delnosa's 2,500 employees reached 200% participation in the employee suggestion program in 2003 and have currently worked over 22 million hours without a lost workday accident.

Delphi Electronics & Safety, Kokomo Operations, Plants 7 & 9, Kokomo, Indiana -- Kokomo Operations, Plants 7 & 9 is a vehicle electronics manufacturing facility employing over 1,100 people. These employees, represented by UAW Local 292, produce approximately 12 million units annually across four major product lines: audio components, power train controllers, inflatable restraint system electronics and electronic climate controllers. Applying the lean manufacturing concepts in the Delphi Manufacturing System, the facility has been able to achieve a third straight year of double-digit manufacturing performance, a 24% reduction in inventory, a 51% improvement in first time quality and has reached an annual shipping compliance rate approaching 100%.

Delphi Corporation, Energy & Chassis Systems, Empresas Ca-Le de Tlaxcala, Mexico -- Ca-Le is a battery manufacturing plant of 1,291,669 square feet, founded in February 1990 and located in Tetla, Tlaxcala, Mexico. Operating in a world-wide market, CALE produces two different automotive battery technologies: Hybrid (Antimony -- Calcium) and Maintenance-Free (Calcium-Calcium). Our productive headcount of 575 persons -- through the implementation of lean concepts and techniques -- work daily on EXCEEDING OUR CUSTOMERS' EXPECTATIONS. Our business results, customer satisfaction and quality of our products reflect our commitment with our employees, society and stakeholders.

Delphi Sistemas de Energia S.A. de C.V., Plt. 57; Chihuahua, Chihuahua Mexico -- Located in Chihuahua, Chihuahua Mexico since 1986 and serving 55 customers in 12 countries, Delphi Sistemas de Energia is a top of the line manufacturing organization. Here the combination of people who love their jobs, together with strong leadership, applying continuous learning and lean concepts, along with variation reduction, and defect prevention methods, have all contributed to superior satisfaction levels for customers, stakeholders and employees, creating a positive impact to the community and to the global environment.

Delphi Corporation, Packard Electric Systems. Plant 50, Del Parral Chihuahua, Mexico

Delphi's Packard Electric facility opened in February of 1998 in Hidalgo del Parral (more commonly referred to as Parral) in the southern part of Chihuahua, Mexico. The plant has 141,575 square feet of manufacturing floor space and 2,200 employees. These dedicated employees manufacture 13 families of products in 18 production lines, for 10 different General Motors assembly plants. The Parral plant produces power and signal distribution systems for the automotive industry, more commonly known as wiring harnesses. The motto at this facility is "Our people make the difference." Managers and supervisors say empowering employees and giving them opportunities make things happen. The success of this Delphi facility is attributed to its people.

Delphi Corporation, Packard Electric Systems. Plant 58, Meoqui, Chih. Mexico

The Meoqui Plant is located in the state of Chihuahua, Mexico and has been a part of Delphi Packard Electric's manufacturing footprint since 1987. The 1,800 employees at the 151,000-square-foot facility produce more than three million of wiring systems annually for several General Motors assembly plants in the United States and Canada. Employee commitment and a comprehensive implementation of the Lean-driven concepts within the Delphi Manufacturing System (DMS) have been able to drive operational improvements in cost, quality, delivery and productivity. Some of those improvements include: 20% reduction in customer complaints in 2003; 17% improvement in total cost compared to 2002; scrap reduction of 50% since 2000; first-time quality improvement 72% since 2001; and productivity increase of 35% compared to 2000.

Delphi Packard, Plant 98

Delphi Corporation, Packard Electric Systems, Centro Tecnico Herramental S.A de C.V, Ramos Arizpe, Coahuila.

With a wide variety of products and processes, CENTEC employees are flexible and skillful in successfully delivering parts to nearly 40 customers around the world. The majority of customers are in the US and Mexico, but several are also located in Europe, South America and Asia. The Delphi Manufacturing system drives the 470 CENTEC employees to continuous lean improvements. Elimination of waste, a 75-percent reduction in scrap and the Industria Limpia certification from the Mexican government for being environmentally sound are all part of the accomplishments of which CENTEC employees are very proud. Employees assemble wiring harnesses and their components and electric and electronic connectors. CENTEC now has a 0 IPM (incidents per million) on-time shipping record and have seen FTQ improve 87 percent since 1999. Continuous training of employees at all levels in daily skills and in lean implementation has led to the high quality at CENTEC.

Delphi Packard, Plant 51, Nuevo Casas Grandes Chihuahua, Mexico

Located in the PAQUIME area in the Mexican state of Chihuahua, Nuevo Casas Grandes began operations in March 1985. With strong customer-focused strategies and lean-driven concepts, this 165,000-square-foot plant builds and ships approximately 10,000,000 wiring systems annually to several General Motors vehicle assembly plants in the United States and Canada. The Casas Grandes Plant, which carries the slogan "The Best Plant by its People," has utilized the lean principles within the Delphi Manufacturing System to become one of the most successful plants in Delphi Packard's Mexico West Operations, with zero lost work days, over 80% reduction in RPPM (Rejected Parts Per Million), more than 50% reduction in Customer Complains, and 20% reduction in cost per shipped hour.

Maytag Jackson Dishwashing Products, Jackson, Tenn. -- Maytag Corporation's dishwasher plant is the first appliance manufacturer to earn the Shingo Prize. Associates belong to empowered High Performance Work Teams producing more than 100 dishwasher models daily, with brands including Maytag®, Jenn-Air® and Amana®. The Maytag LeanSigma® philosophy, which combines lean manufacturing methods with Six Sigma tools, was the path for transformation that began in 1999 and achieved significant improvements in Safety, Quality, Cost and Delivery, including a 64% reduction in OSHA recordable injury rate and 84% improvement in first pass quality yield. A very flexible single assembly line with capability to produce "any model/any day" was transformed into 8 single-piece-flow assembly cells with ability to produce "any model/any hour."

Raytheon Missile Systems, Tucson Operations, Tucson, Ariz. -- The employees at Raytheon Missile Systems proudly equip U.S. and allied warfighters with the latest technology to protect world freedom, including the Tomahawk Cruise Missile and Paveway(TM) laser guided bomb. Many of the company's products saw extensive use in Operation Iraqi Freedom. Raytheon's lean efforts have resulted in significant value improvements in product performance, stronger relationships and robust solutions for customers. Raytheon is committed to continue this journey to become a lean enterprise -- with speed, reliability and affordability -- and receiving the Shingo Prize has validated the firm's progress along the path to improvement.

TI Automotive, Cartersville, GA -- The plant produces more than 7.4 million brake and fuel bundles for Ford Motor Co. and DaimlerChrysler's Mercedes-Benz plants in both the United States and Canada. Cartersville team members operate by TI Automotive's own lean system of Common Sense Manufacturing, which is a passionate belief that there is always a simpler, better way. The plant has achieved single-digit ppm, 100 percent on time delivery and a 30 percent reduction in inventory levels. As the world's leading supplier of fluid storage, transfer and delivery systems, TI Automotive's more than 20,000 employees at 130 facilities worldwide are all dedicated to continuous improvement and customer satisfaction.

Finalists

In addition to the Recipients listed, other finalists included Aspect Medical Systems, Newton, MA.; Delphi Lansing Cockpit Plant, Lansing, Mich.; Delphi Energy & Chassis, Saginaw, MI; Delphi Steering Plant 7, Saginaw, Mich.; GDX Automotive, Vehicle Sealing Products, Batesville, AR; GDX Automotive, New Haven, MO; Maytag-Searcy Laundry Products, Searcy, AR; Nemak Corporation of Canada-Windsor Aluminum Plant, Windsor, Ontario, Canada; TI Automotive, Brake Tube Assemblies, Greenville, TN. "Each of these plants are also outstanding in their manufacturing processes," according to Robson.

The Shingo Prize for Excellence in Manufacturing, for manufacturers in the U.S., Canada and Mexico, is administered by the College of Business, Utah State University. Awards for the Recipients and Finalists will be presented at the 16th Annual Shingo Prize Conference and Awards Ceremony to be held May 20, 2004, at the Lexington Convention Center, Lexington, KY. Speakers will include Gary Convis, President, Toyota Motor, Georgetown, KY and Masaaki Imai, Founder and Chairman, Kaizen, Institute, Tokyo, Japan, among others. For more information, go to www.shingoprize.org.

Kaizen Events: It's not easy being lean

From The Manufacturer US, United States ... Lastly, involve everyone in a cross-functional team approach, including tenacious Kaizen events, to aggressively pursue and achieve TPM. ...

Reach the Sixth Sigma: Total Productive Maintenance, TPM...

Total Productive Maintenance (TPM) seeks to engage all levels and functions in an organization in maximizing the overall effectiveness of production equipment. Whereas traditional preventive maintenance programs are centered in the maintenance departments, TPM seeks to involve workers in all departments and levels, from the plant-floor to senior executives, in ensuring the effective operation of equipment.

Autonomous maintenance, a key aspect of TPM, trains and focuses workers to take care of the equipment and machines with which they work. TPM addresses the entire production system lifecycle and builds a solid, plant-floor based system to prevent accidents, defects, and breakdowns. TPM focuses on preventing breakdowns (preventive maintenance), "mistake-proofing" equipment (or poka-yoke) to prevent breakdowns or to make maintenance easier (corrective maintenance), designing and installing equipment that needs little or no maintenance (maintenance prevention), and quickly repairing equipment after breakdowns occur (breakdown maintenance).

TPM's goal is the total elimination of all losses, including breakdowns, equipment setup and adjustment losses, idling and minor stoppages, reduced speed, defects and rework, spills and process upset conditions, and startup and yield losses.

Kaizen Techniques...

Kaizen, or rapid improvement processes, often are considered to be the ‘building block" of all lean production methods. Kaizen focuses on eliminating waste in the targeted systems and processes of an organization, improving productivity, and achieving sustained continual improvement. Lean production is founded on the idea of kaizen - or continual improvement. This philosophy implies that small, incremental changes routinely applied and sustained over a long period result in significant improvements.

The kaizen strategy aims to involve workers from multiple functions and levels in the organization in working together to address a problem or improve a particular process. The team uses analytical techniques, such as Value Stream Mapping, to quickly identify opportunities to eliminate waste in a targeted process. The team works to rapidly implement chosen improvements (often within 72 hours or initiating the kaizen event), typically focusing on ways that do not involve large capital outlays. Periodic follow-up events aim to ensure that the improvements from the kaizen "blitz" are sustained over time.

Kaizen can be used as an implementation tool for most of the other lean methods...