Creating a corporate culture of continuous improvement through lean principles
Hear how Savage Arms changed from a culture of a traditional batch and queue manufacturer to a lean-focused, employee-engaged organization. In order to contend in the highly competitive firearms market and continue to deliver innovative high-quality bolt-action rifles to its customers, the company needed to rethink its manufacturing systems. This is when it adopted lean as a means to change the culture and involve everyone in eliminating wastes and improving its processes. With support and encouragement from top management, continuous improvement would drive the culture change.
Learn how to create a corporate culture to drive top-level goals and objectives for change in your organization through a continuous improvement program. Review the role top management plays to ensure success and sustainability. Utilize lean training and lean tools as means to spread a continuous improvement culture. Hear how starting with simple tools such as 6S, value stream mapping, kaizen and TPM will make your journey much easier and more successful. Find out how creating a visual factory and standard work can help you achieve enterprise-wide excellence in your processes. Discover how implementing the power of PDCA and involving the ideas of everyone in your organization will help solve the important issues. Using real examples of actual kaizen events, you will learn the value of teamwork to reduce wastes and improve the efficiency and effectiveness of your business.
Savage Arms is a manufacturer of firearms based in Westfield, Massachusetts with a division located in Lakefield, Ontario, Canada. We produce a variety of centerfire and rimfire rifles as well as shotguns. Our out-of-the-box accuracy and outstanding value combined with innovations like our patented adjustable AccuTrigger have helped lead the way for us to become #1 in the long rifle market as we continue to prosper in tough economic times. www.savagearms.com
Vince Carbone, Vice President of Operations, is a lean-focused executive with more than 30 years of corporate leadership experience in implementing lean strategies throughout an organization. Vince has an engineering background along with an MBA and extensive training in lean disciplines that he has utilized to change company cultures to achieve operational excellence.
John Anderson, Continuous Improvement Leader, has more than 30 years of manufacturing experience in the aerospace, automotive, architectural hardware and firearms industries. John is a TPS lean-trained and certified facilitator working for world-class companies such as United Technologies, Standard Motor Products, Assa Abloy and TI Automotive. He is experienced in leading cross-functional Kaizen teams in a variety of continuous improvement activities.
