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1 Events Calendar 2 Upcoming Events3 Upcoming Webinars | It’s Becoming Downright American…
EXCELLENCE IN THE SOUTHWEST | FEBRUARY 2013
Volume 2 • Issue 2
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Iss 3 Upcoming Webinars | It s Becoming Downright American…
4 2013 AME Spring Conference5 Made In America6 Employee Engagement: From the Heart – the Sur-Seal Approach7 Benefits of Hosting an Event | Benefits of Corporate Membership8 Southwest Region Board of Directors | Refer a Member
COST EFFECTIVELY PRODUCING > ONE ITEM AT A TIMEFebruary 27-28, 2013 | Salt Lake City, UT
PARTICIPANT BENEFITS
• See in action a True-North World Class Company• See Lean Enterprise in Action• Policy Deployment Driven Manufacturing and Order
Fulfillment System
October 21-25, 2013
Register at www ametoronto org
Fulfillment System• Criticality of a “People System of Appreciation and
Recognition” to get Business Results• Criticality of Problem Solving and Employee Engagement • See Teams in Action• One of the Most Dynamic Lean Cultures in North America• Lunches prepared by O.C. Tanner’s Award Winning Chef
Upcoming Events
Events Dates Location Cost
www.ametoronto.org
MORE INFO AT http://www.ame.org/events/cost-effectively-produce-one-item-time-0
Cost Effectively Produce February 27-28 Salt Lake City, UT $695
AME Spring Conference April 15-18 San Antonio, TX $1,295
AME International Conference October 21-25 Toronto, ON #2.699
To sign up for AME events, contact AME at 224-232-5980. To host an AME event in your area, contact a Southwest Region Director.
Southwest Region | February 2013
EXCELLENCE IN THE SOUTHWEST | Volume 2 • Issue 2
UPCOMING EVENTS
COST EFFECTIVELY PRODUCING > ONE ITEM AT A TIMEFebruary 27-28, 2013 | Salt Lake City, UT
WORKSHOP DESCRIPTION
This workshop will be presented by the Executive Team of O.C. Tanner. The focus of the workshop is cost effectively producing one item at a time based on customer orders. You will be able to explore the company’s Lean journey, policy deployment, order fulfillment system, right-sized equipment, problem solving, TWI, visual management, logistics and team engagement. In other words, attendees will see the results of one-piece flow made possible by a true North culture focused on respect for people and continuous improvement. Don’t miss this opportunity to visit an “SHINGO PRIZE” award winning plant!pp y g p
HOST COMPANY
O. C. Tanner Recognition Company was founded in 1927 by Obert C. Tanner, a professor of philosophy, who saw the value of recognizing people with tangible, lasting memories in the form of emblematic rings, jewelry and awards. More than eighty years later, the core business is still employee recognition. In today’s world, the need for employee recognition is even more compelling as companies and organizations seek to define the most effective solutions to attract engage motivate and retain employees O C Tanner alsodefine the most effective solutions to attract, engage, motivate and retain employees. O. C. Tanner also teaches organizations how to use recognition as an accelerator to achieve business results.In pursuit of this mission, O. C. Tanner has created a Lean Enterprise grounded in one-piece flow for over 90 percent of all orders, with concurrent improvements in quality, cost and delivery. Many lean executives have reported that O. C. Tanner is not only among the top 2 percent best Lean Enterprises in North America, but the leading company that manufactures one piece (ring or emblem) at a time.
WHO SHOULD ATTEND?
• Operations executives
• Lean executives
• Order Fulfillment executives
• Supply Chain executives
• Engineering managers
Do not miss this opportunity to experience a Lean Gemba Walk
Through O.C. Tanner factory and their presentation at the San Antonio
2013 Spring Conference.• Quality System managers
• Employee Development managers
• Logistics managers
• Benchmarking personnel
2013 Spring Conference.
Southwest Region | February 2013
FOR MORE INFO: http://www.ame.org/events/cost-effectively-produce-one-item-time-0#6
EXCELLENCE IN THE SOUTHWEST | Volume 2 • Issue 2
UPCOMING WEBINAR EVENTS
LEAN IN JOB SHOPSFebruary 14, 2013 | 1:00 PM to 2:00 PM Eastern Standard Time
WEBINAR DESCRIPTION
There are now countless documented examples of the application of Lean to repetitive manufacturing operations. However, many manufacturers are high mix, low volume producers or ‘job shops’. Frequent changeovers, variable product routings, fluctuating demand are jus a few of the challenges that these organizations face. Job shops have struggled with the adaptation of lean concepts and tools to their operations. However, it can be done. Takt time, pull systems, even continuous flow concepts can be applied in most job shop environments. What is needed is a deeper understanding of the concepts and a framework by which they should be applied.
MAKING MATERIALS FLOWMAKING MATERIALS FLOWMarch 07, 2013 | 1:00 PM to 2:00 PM Eastern Standard Time
WEBINAR DESCRIPTION
Making Materials Flow addresses both of these issues through the development of a comprehensive materials movement system within the four walls of your facility. There are four pieces of the this system and each piece fits together to form a timed material deliver system to ensure that the right material is delivered to the right place, at the g y g g p ,right time. Through developing a timed material delivery system based on the effective movement of purchased components, inventory turns are addressed as well.
It's becoming downright American to make stuff in America.Small manufacturers, craftsmen and retailers are marketing the Made-in-USA tag to score do-gooder points with consumers for employing stateside, says Margarita Mendoza, founder of the Made in America Movement a lobbying organization for small manufacturersAmerica Movement, a lobbying organization for small manufacturers.It's working: Over 80% of Americans are willing to pay more for Made-in-USA products, 93% of whom say it's because they want to keep jobs in the USA, according to a survey released in November by Boston Consulting Group. In ultra-partisan times, it's one of the few issues both Democrats and Republicans agree on.When considering similar products made in the U.S. vs. China, the average American is willing to pay up to 60% more for U.S.-made wooden baby toys, 30% more for U.S.-made mobile phones and 19% more for U.S.-made gas ranges, the survey says.Now Wal-Mart wants a piece of the action. The behemoth, embroiled over the past year with worker protests and foreign bribery investigations, pledged recently to source $50 billion of products in the U.S. over the next 10 years, says Wal-Mart spokesman Randy Hargrove. They're not alone. Mendoza says both Caterpillar and 3M have also made efforts to source more in the U.S."Regardless if this is a PR ploy or not, it doesn't matter. A lot more people will look for the Made-in-USA tag," she says, adding that, considering Wal-Mart's size, $5 billion a year is only "a drop in the bucket," for the retailer whose 2012 sales reached almost $444 billion.For the complete article click on this link below If you haven’t sign up yet? You might want to attend
Southwest Region | February 2013
For the complete article click on this link below. If you haven t sign up yet? You might want to attend “AME San Antonio’s Spring Conference” which is focused on the “Revitalization of North American Manufacturing”.LINK: http://www.usatoday.com/story/money/personalfinance/2013/01/21/made-in-usa-trend/1785539/
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EXCELLENCE IN THE SOUTHWEST | Volume 2 • Issue 2
MADE IN AMERICA
“Re-Shoring” – Why U.S. Manufacturers Are Bringing Jobs Back Home
Great companies are forged in the harshest of economic climates. Inspired by challenges, they thrive through innovation and best practices, displaying the flexibility to respond to changing conditions. A trend that exemplifies this approach is re shoring the repatriation of manufacturing to America from offshorethat exemplifies this approach is re-shoring—the repatriation of manufacturing to America from offshore—which has been growing for about three years. Lean manufacturing practices have been a significant factor in enabling U.S. companies to flourish through re-shoring.
For several decades, factories (and the manufacturing jobs that go with them) had been moving abroad to countries where labor and materials were cheaper. This trend has been reversing, as companies are building new factories in the U.S. or updating and reopening existing factories. The movement of manufacturing out of the U.S. was called off-shoring, which is the basis for the term re-shoring to describe g g gthe current phenomenon.
American companies began producing goods abroad because the costs of materials and labor were lower. Due to changes in the global marketplace and the difficulties involved in doing business from a great distance, these advantages are vanishing. Prices have increased in almost every facet of manufacturing, including raw materials, transportation, and labor. Low or inconsistent product quality also has compromised companies' profits. In addition, the U.S. government is offering financial incentives (such as tax breaks) for companies that do business in Americacompanies that do business in America.
A key to success in today's markets for manufacturers is flexibility: the ability to respond quickly and effectively to rapidly changing conditions and customer demands. U.S. companies that have embraced lean manufacturing have been the ones to succeed through re-shoring. M2 Global Technology has been manufacturing radio-frequency electronic components and aerospace precision parts in the U.S. because we value the ability to offer our customers the best possible service and consistent, high-quality goods created through our flexible and lean manufacturing process. M2 Global is growing our market share by g g p g g yembracing lean concepts and principals—something every company can do.
To learn more about Re-shoring you should attend AME San Antonio 2013 Spring Conference which is focused on The Revitalization of North American Manufacturing. Visit www.ame.org
for more information.
By Douglas Carlberg, President & CEO, M2 Global Inc.
Southwest Region | February 2013
EXCELLENCE IN THE SOUTHWEST | Volume 2 • Issue 2
EMPLOYEE ENGAGEMENT: FROM THE HEART – THE SUR-SEAL APPROACH
Manufacturing executives striving to build employee engagement in overall improvement activities need to start close to home, with themselves. That’s the opinion of Mick Wilz, vice president, enterprise excellence, Sur-Seal in Cincinnati, OH. “I believe you can’t measure engagement,”Cincinnati, OH. I believe you can t measure engagement, said Wilz. “It has to come from your heart. As a leader, you have to know who you are and about your own values, then how these values are reflected in the ways you work with others on a day-to-day basis.”
Listening to people -- making sure they know they have a place where they can speak and not be criticized f th i id t th S S l ti ’ li t f t ti iti H d th t l dfor their ideas – tops the Sur-Seal executive’s list of engagement activities. He recommends that leaders develop and share a personal honor code. Among the basics of his honor code:http://www.sur-seal.com/wp-content/uploads/2013/01/My-Personal-Honor-Code.pdf Follow the Golden Rule; show care and respect for others, recognizing the value that they bring to the table; create an environment where it is OK to be different; be a good listener, keep promises and be accountable; when teaching, explain the process first, show them how, watch while they try it and then say thanks for a job well done; and leave a legacy by sharing tribal knowledge.
“People are not afraid of change; they are afraid of uncertainty,” said Wilz. Communicating effectively about the “big picture” – how the company’s performing against goals, future prospects, etc. – eliminates uncertainty. “Have goals and metrics,” suggested Wilz. “Let people know where they stand and need to do today and also what they need to do to support the company’s strategic plan.”
Recognition and celebration build engagement as well. Wilz commented that posting achievement kudos and a “pat on the back” from management, lunches and other informal activities are great ways to show
t f l t ib ti E l i l bl f db k d iti h th irespect for employee contributions. Employees gain valuable feedback and recognition when their improvement suggestions are implemented and when customers or suppliers visiting the plant offer positive comments.
Added suggestions shared by Wilz: Thoughtfully follow through on questions from associates, work on modifying your communications skills if you are a dominant personality, discourage gossip and consider everyone an equal. Find ways for motivating associates to say, “This is the best place to work!”
Are your employees emotionally engaged in their work? A recent Gallup poll indicates that only 29% of surveyed workers consider themselves “engaged,” while 52% report that they are “not engaged” and 19% are “actively not engaged.” More survey information is available at the Gallup website www.gallup.com/poll. http://www.gallup.com/poll/150383/majority-american-workers-not-engaged-jobs.aspx
Join us at the AME San Antonio 2013 Spring Conference April 15-18 for inspiring “People, Processes and Partners” presentations and tours; check the website www.amesanantonio.org for
Southwest Region | February 2013
information and registration.
Lea Tonkin, editor, AME regional newsletters, is the president of Lea Tonkin Communications
EXCELLENCE IN THE SOUTHWEST | Volume 2 • Issue 2
BENEFITS
Five Benefits of Hosting a Regional Event
1 - As a host, you can select the subject. Identify a “gap” in existing knowledge or experience within your organization AME will bring in aknowledge or experience within your organization. AME will bring in a facilitator to teach the host participants as well as the other attendees.
2 - Hosting an application based event (such as a kaizen event) will provide the host company with tangible improvements in the selected area. Attendees from other companies will be valuable resources during the event to implement real change. AME will bring in a facilitator if required.
3 - Build your network of fellow continuous improvement and operational excellence professionals that will continue to provide benefits long afterexcellence professionals that will continue to provide benefits long after the event.
4 - Receive suggestions for improvement from attendees after a tour of the host facility.
5 - Use the event as a “rallying point” for your organization to progress to the next level in your quest for operational excellence, or to reinvigorate a stalled effort.
Value Stream Mapping, Lean Office, Pull Systems, TPM, TWI, Daily VisualManagement – whatever the subject area, AME can help you close a knowledge gap in your organization. Contact Southwest Region President Doug Carlberg at [email protected] to discuss the possibility of holding an event at your facility.
Benefits of Corporate Membership
• At the lowest corporate-membership (Level 1, $600 per year), a company can register five individual members. Individual membership is $150 per year. For Level 1, this is basically a “buy four, get one free” deal.
Th i di id l b hi t f bl F L l 1 b• The individual memberships are transferable. For a Level 1 member, your company can send up to five people to any event and receive the membership discount. And the attendees do not have to be the same names “on file.”
• All members receive discounted rates for regional events, typically $150 per person. If a Level 1 corporate member sends in total a minimum of four individuals to events throughout the year, the membership fee will pay for itself.
• The individuals listed under a corporate membership will receive the award winning
Southwest Region | February 2013
• The individuals listed under a corporate membership will receive the award-winning Target magazine four times per year.
• Participate in webinars for free.
EXCELLENCE IN THE SOUTHWEST | Volume 2 • Issue 2
AME Southwest Region Board of Directors
AME MISSIONTEXAS
Larry Anderson(972) 489-9853
l @ i il t
MANAGEMENT TEAMRichard Lebovitz
(President)(512) 771 3410 Inspire commitment
to enterprise excellence through shared learning and
access to best practices.
Roger Denton(817) 777-7268
Steve Wells(817) 559-1415
James wells@luminant com
(512) [email protected]
Doug Carlberg (Past President & Treasurer)
(210) [email protected]
Nick Swerdfeger
AME VISION
Bringing people together to share, learn,
COLORADOAndrew Carlson (303) 886-1112
Bret Starr(682) 478-6434
Leonard Humes(210) 561-4881
Nick Swerdfeger(Marketing)
(512) [email protected]
g , ,and grow.
Aleta Sherman(303) 981 7870
Steve Nichols(512) 471-3565
NEW MEXICOBill Baker
CORE VALUES
• Volunteerism
UTAHRoss Robson(435) 753 5835
(972) 890-1883 [email protected]
OKLAHOMAJohn Carnuccio(405) 324-5140
T i M N tt
• Continuous Improvement
• Integrity & Trust
• Engaging & Welcoming
(435) [email protected]
Travis McNett(316) 640-2331
• Practitioner -focused
As an AME member you know that a strong community of professionals dedicated to enterprise
Southwest Region | February 2013
excellence is at the core of our Association. But did you know that the best way to maximize your benefits within this network, is to expand it? When you serve as an AME ambassador, you not only help
enhance the resources you need to excel in your career, you also help us make a stronger impact on our vital industry. Learn more at http://www.ame.org/refer-member