The Journey to Lean: Plant Operations and Employee Involvement
April 12-13, 2007
Doug Kunkel offered insights into Batesville's supply chain, manufacturing and distribution practices, and its just-in-time demand pull system. Continuous improvement is a way of life at Batesville and the key is the use of the Hillenbrand Business System, modeled around the Toyota Production System and related principles. Management strategies and tools around this system will be discussed for a product that requires uncompromising attention to detail, flawless quality and reliable delivery. Batesville is a subsidiary of Hillenbrand Industries, Inc.
Batesville Summary (pdf 27kB)
Dan Guide provided an overview of his research on closed loop supply chains and the business processes for creating successful value streams from product returns, reuse and remanufacutring. Done correctly, supply chains can be designed with optimal ways of recovering value at different points in a product's life cycle. Guide discussed how to figure out what makes sense and what makes money for your business.
Closed Loop Supply Chain Summary (pdf 26kB)
Mel Stojakovich focused on an element of the Lean toolbox that sets Rieter Automotive apart from other manufacturing plants: its successful employee involvement and its culture change. Cross-functional teams participate at every level, from the suggestion box to root-cause analysis, and the success of Rieter's Lean implementations.
Reiter Automotive Summary (pdf 35kB)
Robin Singleton and Kristen Workman shared Schneider Electric's lean philosophy, focusing on the plant's execution of 5S and how improvements have strengthened its union/management relationship. Schneider has embraced Lean elements of visualization, standardization, and order, and quite successfully, as they were a 2006 IndustryWeek Best Plants award winner.
Schneider Electric Summary (pdf 28kB)