Medical Technology

Developing internal capability and establishing a standard approach to operations and continuous improvement.

Project Highlights:

1. Enterprise Continuous Improvement (CI)
2. Capability Transfer
3. Financial Results

Clients Perspective:

"We will significantly improve our competitive position if our operational ability is elevated to align with our marketing, technology and new product introduction."

Situation:

The company, like many in its sector, had relied for years on technology, new product introduction and marketing as its main competitive weapons. Differentiation is difficult when an entire industry competes in this way. This client saw this as an opportunity and brought in Kaufman Global to help them develop internal capability and establish a standard approach to operations and continuous improvement. It was recognized that in order for the organization to accept radical change, the business benefit (as measured by the finance community) would need to show big results.

Approach:

• Leadership workshops were conducted to align the organization about both what and how the change would be made. Kaufman Global teaches leaders about their role in transformation.
• 5 sites were selected for the initial roll-out. These sites each provided two Lean Leaders (change agents).
• Lean techniques such as value stream mapping, rapid improvement events, error-proofing, standard work and pull systems were taught along with implementation and change management techniques.
• A combination of one-on-one and team training focused on addressing business problems. By applying an experiential learning model, we drove results and developed internal understanding.
• Executive Steering Committees were established at each location so that real business issues were addressed at a local level.
• Beyond the initial capability development work, Kaufman Global supported implementation at each of the 10 sites to ensure consistency and a focus on results
• The Lean Daily Management System® (LDMS®) was implemented at all sites

Results:

This project resulted in over $4M in annualized savings. 500+ employees were directly engaged in improvement events and LDMS workgroups. Ten Lean Leaders were developed and ready to take on increasing responsibilities in the organization. Perhaps most importantly, a standard and sustainable solution to continuous improvement that engages the entire organization at every location was implemented and recognized as the essential success factor. The results were so compelling that the approach was applied 2 more times and resulted in a global implementation touching over 30 sites.

Want to find out more about Kaufman Global's approach and the critical success factors in a project like as this? Contact us.