McCann Professor of Business Administration. In addition, the project leaders from Lean Dynamics were highly effective and skilled in team building and coaching processes. Leadership at the top was also slow in recruiting younger executives; there was little interest in succession planning and other career- development processes.
The consulting company, Lean Dynamics, deployed lean process in short terms so that employees can be convinced of its power.
Various operational data were reviewed, including performance reports in the following Key Results Areas Kara: At the same time, a strong work ethic prevailed, along with rugged individualism and self- reliance. Assessment Phase The assessment phase began shortly thereafter and lasted four weeks.
Lean wausau equipment company a an implementation approach and methodology for sustainable improvement. Quantify benefits and support requirements. Lean Dynamics consultants worked closely with key production personnel to gather and analyze existing operational data; they attended meetings and floor-observation sessions; and they conducted interviews and surveys.
Other factors had become important, among them shorter lead times a steady decrease during five years, from between 16 and 22 weeks to 10 and 12 weekssuperior customer service, and lower prices; the competition was perceived to be better in those areas.
Quality at the source can keep production activities at acceptable value added level. During the floor observations and informal interviews included in the manufacturing personnel phase, the consultants learned about additional issues and challenges that had a significant bearing on the results they had obtained: Management tried to figure out a way to retain all of that valuable experience as on- those training was weak; also, the equipment base was getting older, and with many machines becoming obsolete, spare-parts shortages were frequent.
It was Ritter as a basis for class discussion rather than to illustrate effective or ineffective handling of an administrative situation.
Wausau is also experiencing issues with the manufacturing process. Page 1 of 21 Organizational Culture and Climate From the beginning and throughout its year history, the WACO culture fit what was generally known as the traditional mold; its main characteristic was a command-and- control style of management with little communication across the organization.
It was a culture generally suspicious of change and viewed any initiatives associated with the latest fads and buzzwords with equal skepticism caused in part by past failures when changes did not stick and improvements quickly disappeared.
There was a clear sense that a lot of experience was about to be lost. Wausau is also experiencing issues with the manufacturing process. Patterson and his MSD had an unsuccessful experience with another consulting company, which lead to his reluctance and biased view of lean thinking.
At times, labor management relations were strained, and union organizers met strong resistance. However, further improvement requires the lean improvement cycle to be implemented over time. Figure 1 Figure 1 According to Figure 1, setup time, idle time engineering or qualification losses and rework or scrap contribute There is space for further improvement.
All names and data in this case have been disguised. However, to make continuous improvements, Wausau Equipment Company has to train its staff to think and work in lean methodology, starting with Vice President Patterson. However, to make continuous improvements, Wausau Equipment Company has to train its staff to think and work in lean methodology, starting with Vice President Patterson.
Its project leaders were experienced operations managers, who thoroughly understood the Toyota production system and had implemented numerous lean initiatives in both operations managerial positions and as consultants.
Another important operational indicator was employee morale. According to Appendix 1, SU loss has been reduced by 0.The lean initiative detailed in the (A) case, OM, had reached a precarious stage.
The machine and systems division of Wausau Equipment Company (WECO) had failed to sell several harvesting systems to customers to usually reliable buyers, and the competition was making important inroads in what was traditionally WECO country.
WAUSAU EQUIPMENT COMPANY: A LEAN JOURNEY (A) History and Business Background Ashford Elevator Company was founded in in a small midwestern town. Its first products were grain elevators, sold to local co-ops and farms.
Started as a small shop with five workers, the company, which quickly grew to include 50 employees, began engineering. A manufacturing company with a solid reputation for excellent service and quality, and a command-and-control management style with little communication across the organization decides to undertake a Lean transformation, in close collaboration with Lean Dynamics, a management consulting group with extensive experience implementing lean.
A manufacturing company with a reputation for excellent service and quality and a command-and-control style of management with little communication across the organization decides to undertake a lean transformation, working closely with Lean Dynamics, a management consulting group with extensive lean-implementation experience.
Lean Wausau Equipment Company By admin In Essay Samples On November 6, Started as a small shop tit five workers, the company, which quickly grew to include 50 employees, began engineering, manufacturing, and servicing a variety of machinery and equipment.
A manufacturing company with a solid reputation for excellent service and quality and a command-and-control style of management with little communication across the organization decides to undertake a lean transformation, working closely with Lean Dynamics, a management consulting group with.Download