ELKAY MANUFACTURING

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Talk is cheap! Walking one's talk is a sure sign of integrity. Especially in today's world where glitz, hype and vapor ware rule the "air waves". It is our pleasure at Rainmakers to be in the position to promote when a client actually pulls it off. Our next case study elaborates the experience one of our premier clients - Elkay Manufacturing Company - has accomplished using expertise provided through the Rainmakers consortium of Strategic Partners. Your firm, can benefit by following in the path of other winning organizations who are enhancing their business operations while promoting the growth of their people. Solutions in Action Case Study: Actualizing Continuous Improvement in Mid-Market Manufacturing Background: Elkay Manufacturing, a $500 million dollar manufacturer of stainless steel sinks, faucets, water coolers, and cabinets determined, as one of several objectives, in their 1998 executive strategic planning sessions to cultivate the corporate culture of continuous improvement throughout their organization. The idea of utilizing the methodology of Kaizen as one means to this end was determined useful, especially for the manufacturing operations, where over 15 plants operating differing processes, and capacity/productivity opportunities existed. Elkay management sent selected staff to educational seminars and purchased books on the subject to begin the education process. Rainmakers had discussions with executive management at Elkay to assist in "actualizing" their business objectives. Based upon these discussions Rainmakers introduced The Cumberland Group as a Strategic Partner to assist in the transfer-of-knowledge and ensure a successful Kaizen project. The Approach: Elkay management hired The Cumberland Group to facilitate a Kaizen initiative in their Yorktown PA cabinet manufacturing facility. A cross-functional team from several plants was created to implement the first initiative and begin the transfer-of knowledge required to expand these continuous improvement methodologies throughout Elkays plants. After an initial site visit by The Cumberland Group an agenda was prepared and the project timetables completed. One week (5 days) in March 1999 was the project time line. The cabinet drawer making process was selected as the top priority. The drawer making process produces products for 3 different product families, with 350 different assemblies in the process and 235 different parts in inventory. The first half-day was dedicated to team training facilitated by The Cumberland Group who also provided workbooks and other collateral materials useful to Kaizen initiatives. Union leadership was invited to participate in the training session in order to build a spirit of partnership and foster support for change from "the roots up". The second part of the first day involved the team evaluating processes and creating a priority list. Three top-level goals were established for the 5-day initiative: Test the Kaizen process and capabilities of the Elkay team. Train a key group from 2 divisions on the Kaizen methodology. Drive home substantial improvements. The team developed a list of 46 improvement opportunities. The workshop was used to further educate the team about "Lean Manufacturing" by using illustrated "Lego" exercises, dividing the team into "sub-teams" that focused in specific areas, collecting data and coming together in "brainstorming" sessions to prioritize and develop action plans. The Kaizen team overcame the resistance associated with any change of this magnitude by letting those people being effected become involved in the process part of the implementation team. The Benefits/Payback: The Kaizen team, as of this writing, is still achieving wins and concrete payback. In fact, a second Kaizen initiative was started in May 99 to continue the improvement process. Immediate impacts included reducing lead-time by 66%, reducing scrap by 56%, and improving quality and labor productivity. The documented results of this initial Kaizen project are as follows: More efficient workspace (15% increase in production/man hour costs) Better working aisle for delivery of parts Less time spent positioning trucks Less chance for injury (better organized) Easier to handle small lead times Reduced lead time by 66% (5 hours down to 1.4 hour) Less handling of product Better inventory accuracy and control (reduced inventory by 10%, reduced scrap by 56%) Quicker identification of component problems Increased employee morale Elkay Manufacturing Company has committed to use Kaizen to promote a culture of continuous improvement and the inherent benefits to the organization of this business strategy. purpose & promises | services | partners | clients & case studies | resources common questions, uncommon answers | ideas you can use | homepage site design by grupomarin.net | © 2001-2007 JONCORR, INC. All rights reserved.