Is it your manufacturing operations that set you apart from competitors?   Would you agree that it's how you run your business that separates you from the pack?  The question to ask now is, how can my company manufacture in our unique way and still introduce the efficiencies, qualities and concepts of Lean Manufacturing, Continuous Improvement, 6 Sigma and even ISO:9001:2000?

Important Considerations:

Understand the tools available to you and then use the right tool for the job.  Our operations specialists understand the power, benefit and challenges of each manufacturing related concept, but from experience they also know which tool will produce the maximum benefit in your operation.  You want to initiate a Kaizen event, but when and where to yield the greatest results?  That's a basic example.

Perhaps you've heard it said in regard to continuous improvement, it's a "cultural change" that's required when applying these concepts.  It's true, but how do we change our culture and now how should we think about our work? Once we begin to condition ourselves, how do we influence our entire organization in these positive ways? How do we build and maintain support for these concepts?  How do you keep up the momentum? 

Quality isn't a department, it's roots are in the attitude of your business.  In the modern manufacturing culture, each minute of activity of your employees and machinery should yield value, not "muda" (Japanese for waste).  Quality is not a matter of reducing rejects received by your customers, but actually eliminating rejects from your manufacturing process.  While there are systems, tips and tools to move you in this direction, the attitude of your organization has the greatest influence when working toward your goal of "Zero Defects".

How You Get There:

On-site observations, interviews and the plan is prepared.

• crenshawB2B "operations specialists" review the basics of your manufacturing operations.  Being technically experienced, they tend to pick-up the basics of most operations quickly.

• Work centers, processes, work flow, communications and combinations of these are considered related to optimizing your operation.

• The plan is prepared with you, your cross functional team and other crenshawB2B service area specialists (more on this below).

• The plan is approved.

The plan is implemented.

• The extent of crenshawB2B involvement is somewhat variable, but in order to assure success, there are certain minimum requirements of participation.

• Systems and process improvements are implemented, but understand that training is essential.  More training, re-training & continuous training are part of your new corporate culture.  Your team will expect regular training.

• While the details of all training are important, the positive effect training has on your culture of continuous improvement is just as important.

• Evaluation of progress against your plan's time table is a regular activity and the plan is adjusted accordingly as new issues and details surface.

Where crenshawB2B provides the greatest value.

• We're a cross functional organization just like you, that's a huge advantage. 

• Marketing, sales & finance "buy in" to the plan for operational improvement.

• The perspectives from each these specialists adds value to our plans, often identifies avoidable waste in our actions and can steer our plan for maximum organizational benefit.

crenshawB2B delivers superior results. 

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