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Drop the Dogma! 5 Missing Ingredients that build the bridge between Lean actions and bottom line results.
Lean Manufacturing is the most prominent improvement approach in Industry today, and has been for several years. Companies throughout
N. America are investing time, money and resources in Lean and some success stories are genuinely impressive. Yet there’s an elephant in the room! Managers who have championed or invested in Lean are reluctant to talk about it but the bottom line impact is often far from impressive – or even non-existent. Sure, these companies can usually point to “local improvements” – in a department or a work center – but where’s the ROI for the Business?
Steve’s presentation will highlight exactly those circumstances that can lead to Lean disappointment; and introduce 5 missing ingredients that can transform Lean actions into solid bottom line results. In a 21-plant experiment just one of these ingredients triggered a 10-times greater level of cost savings. But to gain the benefits, managers have to have the courage to challenge the dogma and trust their own thinking!
Speaker: Steve Jackson of Synchronix Technologies, Inc.
In the days before Lean, Just-In-Time, Kaizen or Six Sigma, Steve project-managed 23 manufacturing system implementations (MRP-based) in Europe and
North America. He earned a CFPIM from APICS and his 8 years on APICS boards included time served as President of the Vancouver Chapter.
Since being trained in the improvement technology known as Theory of Constraints, for 25 years Steve & his partner Rod Gelhorn have helped manufacturers reduce lead times by 70% and more, reduce inventories by 50% and more, consistently hit 98% to 99.9% on-time performance and produce and ship 20% to 40% more products from the same resources.
All while Total Quality, Just-In-Time, Lean, Kaizen, Six Sigma and many other technologies have emerged, gained prominence, and in the case of some, faded away.
This background, enhanced by the experience of colleagues world-wide who work daily with TOC and Lean and 6S, gives Steve a unique platform from which to recognize how to capitalize on the strengths of these technologies, avoid their weaknesses, and maintain a focus on results – not on the technology.
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