Why do we now, after all these years, desperately need a lean six sigma approach at ROTEK? Why can’t we just do what we have done in the past? What’s so tough about running a factory? Listen, just give the customer what they want – a good product at a good price with good delivery. Why do we have so many problems? Hey, if it isn’t broke, don’t fix it. Maximize the economies of scale. Nothing ever changes. Great, another “flavor-of-the-month promotion.

 These are all questions that are asked or statements that I hear from time-to-time. We are all familiar with the everyday problems facing today’s factory. Issues such as proper training, absenteeism, unreliable equipment, outdated costing methods, late deliveries, inaccurate inventories, poor quality, unreliable vendors, schedule changes, and long set-up times add to the challenges of running a factory. Quite often creative people are put in place to work around dysfunctional systems to make the factory run properly in spite of problems. This is where we are. We have creative people that are working around a dysfunctional system. We are a PEOPLE business built on relationships. We value people and our relationships built over the years. Sometimes these relationships become tarnished. Why - because imperfect people are working around a dysfunctional system that fail to exceed customer expectations. The question then becomes - how do we perfect a system administered by imperfect people?  Well, we simply change our approach to business as usual by implementing a time tested, scientific proven strategy that provides a mechanism for people to stop and correct problems as they occur instead of continuing on with the status quo.

 Today, unfortunately, we are faced with the onslaught of management buzzwords that confuse the issue. Quick fixes and clever slogans promise dramatic improvements but do not offer coherent guidelines for implementation, many current management fads have no scientific basis; they rely solely on anecdotes and elaborate rhetoric to “prove” their value and effectiveness. Blind faith, however, is tough to defend in the boardroom and many employees and customers have become cynical, and with good reason.

 The lean six sigma approach is different in that it is time tested and scientifically proven. This approach challenges the status quo and sets the stage to eliminate process waste and improve quality.  Both lean mfg. and six sigma quality methods must be fused to gain the proper balance within a factory. Lean cannot by itself bring a process into statistical control. Likewise, Six Sigma Quality cannot improve process speed. By employing this two-tier approach, we can focus our efforts to invent, improve, and respond to unique challenges.

 We have started these initiatives at ROTEK and are confident you will see the improvements shortly. Targeted lean items are:

• Cleaning-up ROTEK through a 5S program
• Establishing a one piece flow throughout the plant with proper feed-back loops.
• Error-proofing fixtures and processes
• Implement a preventative maintenance program for molds and machines.
• Single Minute Exchange of Die
• Visual Management with Color Codes

Targeted six sigma initiatives are:

• Assigning scrap codes and performing pareto analysis on identified problems.
• We are building a lab to help analyze material defects
• We are setting-up a calibration program (MSA) on all measurement equipment
• Process Mapping and are starting to perform process capability studies
• When problems are identified, we look at failure modes and determine how best to correct them through our corrective and preventive action request regarding our five M’s (man, material, method, mold or machine)

Do leading companies and brands stay the course? No, they improve by challenging the status quo.

 Consider: Tide has been the leading laundry detergent since the 1940’s when it was introduced. It has undergone 8,000 reformulations: new packaging and new ingredients. Was Tide ever “broke?” Did Tide require “fixing?” Regardless of the way it was “always done,” Procter and Gamble continues to invent, improve and respond to the changing, competitive environment.

 Consider: Toyota did not invent the automobile. They didn’t even invent their current production system; however, they have refined that system to allow imperfect people to perform at near perfect levels. They consistently outpace all other automobile manufacturers in terms of quality, fuel efficiency, reliability and speed to market. They are now that largest automobile producer in the world with enough cash on-hand to buy both Ford and GM. Toyota continues to invent, improve and respond to the changing competitive environment.

 Consider: GE, a consumer products company that went from ordinary to extraordinary during the 20 year reign of Jack Welch. Mr. Welch credited much of GE’s success on their Six Sigma implementations.  Incidentally, GE had a nearly 7000 percent return to investors, including dividends, during Mr. Welch’s 20 year reign.

 We realize ROTEK is not where we need to be. We have recently begun this lean six sigma journey. What does the future hold for ROTEK?  I don’t know, but one thing is for sure: we will invent, improve and respond to the changing, competitive environment.