Creating a culture of incremental improvements.
Rapid-Span, an industry leader since 1983, manufactures steel, precast, and timber components for bridges and transportation infrastructure across North America. Renowned for our expertise, reliability and ability to take on challenging projects, our design-build solutions consistently exceed expectations.
How to take lean practices from a distribution company and apply them into manufacturing
How Lean aligns and impacts our company strategy: Improving our operational efficiency and providing more value for our customers has been a part of our strategic map for the past 10 years. We have applied lean tools and integrated them with other objectives in a detailed cause-effect matrix to have even more impact.
Navigating Lean Strategies for Growth Success
In this engaging session, we will explore how Decor Cabinets has leveraged Lean principles to achieve remarkable growth and operational excellence. Understanding how to drive growth through Lean strategies is crucial for sustained success.
Uncover the strategies and tools behind Triple E RV's sustainable leadership development process
The presentation focuses on Triple E RV's journey of shifting the culture towards continuous improvement fundamentals. During the presentation, attendees will gain insights into Triple E RV’s process of developing a sustainable leadership program grounded in accurate data, accountability, and trust. This presentation will provide valuable perspectives on both best practices and challenges.
Uniting Innovation and Tradition for a Sustainable Future
Understand how Vidir’s customer-centric approach drives product innovation and solutions tailored to Fortune 500 companies’ needs. Vidir has maintained long-standing relationships with Fortune 500 companies by continuously adapting and innovating based on customer feedback and requirements. This approach ensures that their products remain relevant and cutting-edge.
Transforming Culture through Leadership, Direction, Empowerment, and Compassion
Join the presenters in sharing their successes and failures of building a winning culture while taking on a new-to-them journey of running and growing a 50 year old manufacturing company. The presentation will cover restoring an established culture through Leadership, Direction, Empowerment, and Compassion, and highlight how Lean philosophy aids in the journey.
Creating a culture where team members aren't just a number
Southland Trailers, founded in 1980 by Monty and Shelly Sailer and now led by their sons—Jason, Ryan, and Scott—has expanded from about 70 team members in 2012 to over 500 today. The shift from calling them "employees" to "team members" highlights our evolving company culture. We focus on hard work, open communication, positivity, risk-taking, respect, and continuous improvement. Our success comes from valuing our people, ensuring exceptional service, and driving innovation in trailer manufacturing.
How a Strong Culture Fuels Lean Practices
Explore how a company rooted in practical solutions for farmers grew by fostering a strong culture that naturally supports Lean practices. Without any single turning point, we’ve steadily expanded by focusing on core values like excellence, empowerment, innovation, and community. Our leaders create an environment where everyone—especially those on the front lines—is encouraged to share ideas that improve our work. This approach fosters a culture where trying new things is supported, and continuous learning is embraced.
Fostering a Culture of Excellence is a Bumpy Ride
After 20 years of practicing Lean, Argus continues to learn how to develop and support problem solvers to help us navigate towards our True North of Enterprise Excellence. Perhaps our greatest lessons learned are those around fostering a culture to support a sustainable lean journey.
In this presentation, the audience will gain insights to guide strategies and tactics around the importance of developing people to understand lean thinking, not just lean practice. Argus’s lean journey began in 2005 with what now can best be described as an “industrial engineering” approach to lean, otherwise known as a focus on the tools.
What was previously a “factory floor” only focus, has now grown to include everyone touching our value streams, meaning, every team member from rack-hand to CEO. We are seeing business success by developing a customer centric mindset through process ownership supported by lean thinking and practice.
Foundational to this lean reset is understanding and living daily into our shared values: YOU MATTER because you are part of ONE TEAM, we OWN IT because we share a PASSION FOR EXCELLENCE
Rating: Intermediate
