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| Consortium members learn about changes resulting from value stream mapping (VSM) and the veneer process, shared by Charlie Philipps. |
The continuous improvement (CI) journey can be daunting. When challenges arise, practitioners leading the charge benefit from learning about fellow pioneers' experiences. "It's important for us to hear from our peers when we are doing something well, and about what is in need of improvement," said Charlie Philipps, director of manufacturing at Eggers Industries, Two Rivers, WI. "That, to me, is very valuable. The biggest thing is that the network challenges our organization. We share these comments with those who work here." Such "brutally honest" feedback, received during AME Northeast Wisconsin Region Silver Consortium plant tours, encourages employees working on improvement projects.
Philipps added that positive feedback is very beneficial. "CI is never-ending," he said. "We do a good job of celebrating improvements, but it's good to hear from others who don't have a vested interest."
Benchmarking against other companies' CI achievements enables Philipps to pull in new ideas and gauge Eggers' lean progress. "About every five weeks, we rotate and go to each other's plants. We are judged on our progress, and we grab ideas that we can develop into action plans," he said. Improvement ideas touch all areas of the organization, from maintenance and 5S to people skills. Hosting a plant tour yields feedback about progress as well as opportunities for improvement. These comments motivate commitment to change, Philipps said, adding, "I want people to see progress when they come back here in 18 months." Eggers employees sustain CI gains through consistent focus. Value stream mapping projects and ideas from employees power many improvements. Eggers' goal is for every employee to implement seven CI ideas each year.
Philipps also noted ideas for operational improvements gleaned through consortium networking. Candid conversations net good advice during the group's scheduled events and informal conversations with peers about personnel and other issues. "People in the group help me to find new sources of information or a new angle. I can't be everywhere and do everything," Philipps said.
Consortium members share stories about CI paths where they encountered roadblocks and projects that went well. As Philipps noted, nobody wants to waste resources or re-invent the wheel. Learning from veteran consortium members and from new participants keeps the dialog fresh, he added. Such counsel can prove helpful as the company maps strategies for challenges such as growth potential, new process development and needed cost reduction.
Eggers Industries, with 425 employees at two sites in Wisconsin (Neenah, in addition to the Two Rivers operation) and a Kentucky division, manufactures architectural flush doors, true stile and rail doors, door frames, table tops, veneered wood panels, wood ceiling tiles and custom-veneered components for premier commercial projects throughout the United States. The company started with lean tools about 15 years ago, complementing its CI initiatives. This organization-wide commitment enabled Eggers to weather the 2008-2010 downturn without a headcount reduction.
Lea Tonkin, president of Lea Tonkin Communications in Woodstock, IL, is the former editor in chief of Target and Target Online.
