Learn about A3 thinking, lean leadership, strategy deployment and lean in the project engineering world; discover how the development of lean management systems to support lean tools will help your journey to operational excellence.
With a revenue growth rate of over 16 percent per year for over 15 years, Systems Control would not have been able to thrive and grow without a dedication to lean systems. Like many, the company started on its journey by focusing on lean tools such as value stream mapping, 5S, standard work, TPM and kaizen events. In order to sustain improvements and move to a new level, the management systems and behaviors that support the lean tools needed to be implemented. Several years into the journey, it added focus on A3 thinking, leader standard work, practical problem solving, daily management systems, kata and strategy deployment. The high mix, low volume business with customers that demand perfect quality, and who are apt to make changes throughout the engineering and manufacturing cycle, makes for a difficult environment to be lean. Learn how the challenging business requires the entire value stream to react to change quickly and still deliver great quality products on-time.
Systems Control is North America's leader in the design and manufacturing of solutions that enable delivery of energy to the world. Products include electrical relay and control panels, substation control centers and outdoor walk-in enclosures. Located in Iron Mountain, Michigan, Systems Control has 270,000 square feet of state of the art manufacturing space coupled with industry-leading engineering talent and proven lean systems. www.systemscontrol.com
Jon Harry is vice president of organizational excellence at Systems Control. He has spent his entire 30-year career in the manufacturing world. He started at Systems Control in 1993 as a manufacturing engineer and has held a number of positions in the organization including director of manufacturing and vice president of operations. Harry led the lean effort when it began in 2002 and is responsible for the ongoing deployment of lean. He participated in an eight company consortium from 2009-2012 that worked directly with Dr. James Womack and Dave LaHote of the Lean Enterprise Institute to study and experiment with lean management systems. He has a BS in mechanical engineering from Michigan Technological University and an MBA from Lake Superior State University.
