A NC Lean Success Story

North Carolina plant finds $2M in productivity gains with lean

Here’s another small company lean success story — a plant with just 160 people this time.

A quote from an employee called “Captain Kaizen”:

One enthusiastic employee, Mark Stogner, is known as Captain Kaizen around the Albemarle plant.

“I became a believer when N.C. State University lean trainer David Ball had us do a simple exercise that demonstrated lean efficiencies,” said Stogner, a design machinist. “I had not seen this before. I know now lean is the way to go. We need to get everyone involved so we can keep making improvements. We need more kaizen events where you get out there and do it. You see fast results and get to do a lot of brainstorming.”

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The thing I like about this article is that most of the quotes are from front-line employees — production associates and the like. That’s a good sign that “the workers” like lean and see benefits in it. That most likely means that lean wasn’t just a superficial 5S exercise or something like that.

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Mark Graban's passion is creating a better, safer, more cost effective healthcare system for patients and better workplaces for all. Mark is a consultant, author, and speaker in the "Lean healthcare" methodology. He is author of the Shingo Award-winning books Lean Hospitals and Healthcare Kaizen, as well as The Executive Guide to Healthcare Kaizen. His most recent project is an book titled Practicing Lean that benefits the Louise H. Batz Patient Safety Foundation, where Mark is a board member. Mark is also the VP of Improvement & Innovation Services for the technology company KaiNexus.

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1 Comment

  1. Karen Wilhelm says

    I liked this too, and used it in “Lean Directions.” The IES at NCSU seems to really have something special going, or perhaps they are especially good at posting their success stories. Either way, these are the stories that give us courage and hope, as one “Lean Directions” subscriber told me. Lots of them at last week’s AME conference, with no secrets about barriers and difficulties. Lean takes plain old persistence.

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