See on Scoop.it – lean manufacturing “Recognizing organizations that are implementing lean manufacturing and management processes is one of the highlights of our conference,” says Paul Kuchuris, AME […]
When evaluating Bombardier’s Toronto site, the AME assessment team was impressed by the use of improvement tools, especially with regards to the organization’s approach to Standardized Problem Solving and an empowerment system called Xcell. Combined, these processes drive continuous improvement and engagement by the workforce down to the shop-floor level. Equally impressive to the team was the level of accountability at Bombardier’s Toronto Site and an understanding that the entire organization must change to meet evolving demands and new visions.”
Michel Baudin‘s insight:
According to this article, the AME recognized Bombardier as having implemented Lean Manufacturing on the basis of having Standardized Problem Solving and an individual suggestion system called Xcell.
Is that it? I have to assume that Bombardier has done a few other things to improve quality, productivity, delivery, safety, and morale, including perhaps designing production lines for flow, reducing setup times, implementing a pull system with heijunka, mistake-proofing manual operations, setting up work teams with job rotations, …
What did they actually do and how well did it work? The article does not say.
Oct 21 2013
Bombardier receives award from the AME | ept
See on Scoop.it – lean manufacturing
“Recognizing organizations that are implementing lean manufacturing and management processes is one of the highlights of our conference,” says Paul Kuchuris, AME […]
When evaluating Bombardier’s Toronto site, the AME assessment team was impressed by the use of improvement tools, especially with regards to the organization’s approach to Standardized Problem Solving and an empowerment system called Xcell. Combined, these processes drive continuous improvement and engagement by the workforce down to the shop-floor level. Equally impressive to the team was the level of accountability at Bombardier’s Toronto Site and an understanding that the entire organization must change to meet evolving demands and new visions.”
According to this article, the AME recognized Bombardier as having implemented Lean Manufacturing on the basis of having Standardized Problem Solving and an individual suggestion system called Xcell.
Is that it? I have to assume that Bombardier has done a few other things to improve quality, productivity, delivery, safety, and morale, including perhaps designing production lines for flow, reducing setup times, implementing a pull system with heijunka, mistake-proofing manual operations, setting up work teams with job rotations, …
What did they actually do and how well did it work? The article does not say.
See on www.ept.ca
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By Michel Baudin • Press clippings • 0 • Tags: AME, Awards