Sixty-Ninth Meeting of the Advanced Manufacturing Forum

The Journey to Lean and Green Manufacturing
March 17-18, 2011


Small Steps Toward Sustainability Lead to Great Leaps in Changing an Old Unsustainable Industry

Jason Fitzsimmons, Assistant Vice President
Sales Division - Americas
TOTO USA, Morrow, GA

Founded in Japan in 1917, TOTO's culture of social corporate responsibility has been at the company's foundation. TOTO's US operations have made some remarkable achievements in the last several years: all of the waste by-products from the production of toilets at its Morrow headquarters are repurposed for a secondary use. Fired porcelain that does not meet quality standards are crushed and used for roadbed construction, clay slurries are collected and shipped to Tennessee where a partner company reuses the clay as feedstock to produce floor tile and TOTO buys electricity that is generated from local landfill methane. TOTO has even replaced hydrocarbon-based hydraulic oils with renewable soybean oil. Employees are invited to bring their recyclables from home and the blended commercial and residential waste is then collected, sorted, and deposited into county-managed collection programs. At TOTO, employees take a sense of pride in reducing waste and making a positive impact on the environment because each small step helps to make great leaps in sustainability possible.

TOTO USA Executive Summary (kB .pdf) -- coming soon

Managing Sustainability in a Decentralized Organization

Jenny Cross, Global Sustainability Director
Mohawk Industries, Marietta, GA

Mohawk Industries is the world's largest flooring manufacturer. In existence for over 130 years and a case-study of growth through acquisition, Mohawk now employs more than 27,000 associates in 8 countries and manufactures all categories of flooring including carpeting, laminate, hardwoods, ceramic tile and rugs. Sustainable manufacturing is not a new concept for Mohawk, though in years past some projects were done under the auspices of other manufacturing initiatives such as Lean Manufacturing or cost reduction. This presentation will focus on the lessons Mohawk has learned thus far from the implementation of its corporate sustainability platform across its three very independent business units.

Mohawk Industries Executive Summary (kB .pdf) -- coming soon

IEC Electronics Rises from the Dead

Donald S. Doody, Executive Vice President of Operations
IEC Electronics, Newark, NY

In 2005, IEC Electronics Corporate was faced with closure. Instead of shutting down, IEC has executed a stunning turnaround. Since 2005, sales have grown by 500%, and gross profit has gone from the red to 17% of sales -- top tier for their industry. In 2010, IEC was chosen as one of the ten best plants in North America by Industry Week magazine. The discussion will focus on the design and implementation of a new strategy using lean and six sigma principles, overcoming initial inertia, sustaining the change and focusing on the seemingly simple things that are often hard to do that have led to success for IEC Electronics.

IEC Electronics Executive Summary (kB .pdf) -- coming soon

Manufacturing Excellence using LeanSigma Tools

Ken Smith, Manufacturing Manager and Interim Plant Manager
Art Peterman, Plant Controller
General Cable Industries, Altoona, PA

General Cable is a global leader in the design, development, manufacture and distribution of copper, aluminum and fiber optic wire and cable products for the communications, energy, industrial and specialty markets. In 1844, General Cable supplied the wire used by Samuel Morse for the historic communication link-up between Washington and Baltimore. The Altoona, PA plant specifically assembles ignition wire sets for the aftermarket and OEMs. Today, this two-time Industry Week magazine Top-Ten Best Plants winner credits Lean principles, Six Sigma metrics, and an operator-led work environment for the elimination of waste, improvements in order lead times, and a winning business formula. Ken Smith and Art Peterman will present some of the lessons learned during their 15-year continuous journey and some of the keys to Altoona's success, which include assembly cells at the plant that transitioned from batch production to pure flow, consolidated suppliers who replenish inventory daily, and worker-requested kaizens, which have allowed General Cable to respond quickly to their downstream customers. And the more business their customers win, the more business for General Cable.

General Cable Executive Summary (kB .pdf) -- coming soon


Best Practices for Achieving Competitive Excellence (ACE)

Matt Walker, Plant Manager
United Technologies Corporation (UTC)
Carrier - Carlyle Compressor Facility, Stone Mountain, GA

Carrier - Carlyle Compressor Facility manufactures both new compressors and remanufactures field replacements for industrial/commercial HVAC and refrigeration markets.It meets these dual demands by maintaining an intense focus on its customers, supply chain, and continuous improvement using and engage workforce. ACE (Achieving Competitive Excellence) is UTC's management system that provides the tools. Carlyle achieves that focus with a broad set of metrics that show highly visible, monthly goals and daily progress toward them at the plant and cell levels. Employees close gaps to these goals through application of tools such as total productive maintenance, 5S, and frequent continuous improvement events. These events include Kaizen and 3P (Production Preparation Process) and problem solving principles like six sigma, 8-D, Shainin Red-X, among others. Such initiatives have resulted in a 55% reduction in scrap/rework costs as a percentage of sales and a 98% average machine availability rate. Innovative supply-chain management and partnerships also reduces costs and enhances quality.