The Journey to Lean: Plant Operations and Product Development
November 2-3, 2006
Boston Scientific is a worldwide developer, manufacturer and marketer of medical devices with approximately 28,000 employees and revenue of $6.3 billion in 2005. The operation in Wayne, New Jersey is the world's largest producer of woven and knitted textile surgical grafts for cardiovascular and peripheral vascular surgical procedures. Strong operational performance had the Boston Scientific Wayne, NJ site recognized as a 2005 IndustryWeek Best Plants winner.
Boston Scientific (34 kB pdf)
Flinchbaugh Engineering's commitment to strategic thinking has allowed the company to grow its "line transfer" business strategy by providing large manufacturers with a low-risk alternative to off-shoring and the ability to still cut costs. Robert Campbell discussed how Lean practices coupled with shared employee ownership allow for true cultural change with Flinchbaugh Engineering.
Flinchbaugh Engineering (25 kB pdf)
Danny Jones provided a look at the history and evolution of Rapid Continuous Improvement at HON in response to the company's operations excellence and lean manufacturing strategies. HON's "Plan-Do-Check-Act" sequencing communicates the company's philosophies to each team member as a 2005 IndustryWeek Best Plants award shows.
The HON Company (29 kB pdf)
Thomas and Betts Corporation traces its roots to 1898, when electrical lighting was being introduced to New York City. Fast forward to the year 2001, when T&B's Athens, Tennessee plant began an operational and financial improvement plan based on the principals of Lean manufacturing. Now five years into their journey, the results have far exceeded expectations. Production performance improvements have passed +65% per capita, inventory turns are up 10-fold, order fulfillment is at 98+%, and open floor space occupies 35% of the same factory. This 2005 IndustryWeek Best Plants winner shared insights on value stream mapping, Lean material flow, value stream ownership, supplier development, and other Lean principles as it continues to evolve and accommodate new business.
Thomas and Betts (34 kB pdf)