Where can business leaders find a blueprint for transforming their company through continuous improvement? As Executive Director of one of the most prestigious Lean awards in the country, The Shingo Prize for Operational Excellence, Robert Miller has seen leaders build lasting cultures on the valuable concepts of The Shingo Model. We asked him for advice he would give business leaders within the graphic arts industry on beginning a continuous improvement program. Of course, like anything worth accomplishing, building a successful program comes with intrinsic challenges. Robert also offers some tips on how you can focus and prepare for these challenges and get on your way to creating a prosperous Lean organization. …Or maybe even receiving the next Shingo Prize? Q: What is the first thing that leaders need to start doing in order to build a culture of excellence?   Robert Miller: First, leaders must make it very clear in their own minds, and in the collective minds of the leadership team, what excellence looks like. This cannot be a description of the tools people will be using or the programs that must be implemented. Rather excellence requires a clear description of the results expected and an equally clear focus on the behaviorsthat must be demonstrated by both the senior team and management teams in addition to all of the associates in the organization. With a clear picture of what excellence must look like, organization leaders must then be able to see the realities of where they currently are relative to this new standard of excellence. Q: What guiding principles should leaders focus on?  RM: All of the principles identified in the Shingo Model are critical in the creation of enterprise excellence, but in reality most organizations are in different places relative to these principles.  The best place to start is to identify the business outcomes that are in greatest need of improvement then determine which of the ten guiding principles will have the greatest impact on those outcomes.  Q: What are the telltale signs that continuous improvement is not yet ingrained in a company’s culture?  RM:  There are several issues that would signal that a company is still vulnerable: If you are still thinking in any way that building a culture of enterprise excellence is something that can largely be delegated down or out to HR or to a department for continuous improvement, you are still vulnerable.  Look around, and if you measure your progress in terms of “events” or “projects” completed … you are still vulnerable.  If senior leaders or managers or front line supervisors use words that suggest in any way that they are too busy doing to pay attention to the improvement … you are...

Where can business leaders find a blueprint for transforming their company through continuous improvement? As Executive Director of one of the most prestigious Lean awards in the country, The Shingo Prize for Operational Excellence, Robert Miller has seen leaders build lasting cultures on the valuable concepts of The Shingo Model. We asked him for advice he would give business leaders within the graphic arts industry on beginning a continuous improvement program. Of course, like anything worth accomplishing, building a successful program comes with intrinsic challenges. Robert also offers some tips on how you can focus and prepare for these challenges and get on your way to creating a prosperous Lean organization. …Or maybe even receiving the next Shingo Prize? Q: What is the first thing that leaders need to start doing in order to build a culture of excellence?   Robert Miller: First, leaders must make it very clear in their own minds, and in the collective minds of the leadership team, what excellence looks like. This cannot be a description of the tools people will be using or the programs that must be implemented. Rather excellence requires a clear description of the results expected and an equally clear focus on the behaviorsthat must be demonstrated by both the senior team and management teams in addition to all of the associates in the organization. With a clear picture of what excellence must look like, organization leaders must then be able to see the realities of where they currently are relative to this new standard of excellence. Q: What guiding principles should leaders focus on?  RM: All of the principles identified in the Shingo Model are critical in the creation of enterprise excellence, but in reality most organizations are in different places relative to these principles.  The best place to start is to identify the business outcomes that are in greatest need of improvement then determine which of the ten guiding principles will have the greatest impact on those outcomes.  Q: What are the telltale signs that continuous improvement is not yet ingrained in a company’s culture?  RM:  There are several issues that would signal that a company is still vulnerable: If you are still thinking in any way that building a culture of enterprise excellence is something that can largely be delegated down or out to HR or to a department for continuous improvement, you are still vulnerable.  Look around, and if you measure your progress in terms of “events” or “projects” completed … you are still vulnerable.  If senior leaders or managers or front line supervisors use words that suggest in any way that they are too busy doing to pay attention to the improvement … you are...

This article is contributed by guest writer, John Compton, Principle, Compton & Associates, and long-time supporter of the Continuous Improvement Conference. “In my 40 years of attending and presenting at a variety of conferences, I’ve yet to find a conference where the openness and sharing equals that which occurs at the CI Conference.” It’s no surprise to me that we are preparing to hold the 25th annual Continuous Improvement Conference. Why the longevity? It’s simple: the people and companies attending over the years have greatly benefitted from the learning and sharing that occur every year at this conference. No Secrets among Friends From the beginning, the purpose of the conference was to provide a venue for people to learn about quality improvement and share their experiences in applying emerging concepts and tools within the printing industry. In fact, in my 40 years of attending and presenting at a variety of conferences, I’ve yet to find a conference where the openness equals that which occurs at the CI Conference. In the various case studies offered each year, companies voluntarily present methods and techniques they use to significantly improve quality and reduce costs and lead time, often with direct competitors sitting in the audience. Then they entertain specific questions on how they achieved their improvements and offer specific answers. It’s safe to say there are no secrets at this conference!  Will Work for Quality How can this happen when there is so much competition in our industry? Again, I think the answer is quite simple: while there are no secrets on how to achieve a more rapid rate of improvement, it’s clear that it’s not easy to do. (There is a valuable CI knowledge quiz if you want to find your knowledge gaps.) Whether it’s total quality, six sigma, ISO 9000, Lean manufacturing, or any of the other approaches, it’s hard work. And like anything that’s hard, you must have a reason to sweat for it. The print companies presenting their case studies at this conference detail just how hard it is to achieve and sustain improvement in lead times, waste reduction, and operating costs. So while the concepts, methods, and results are laid out for attendees to see, each company must provide its own energy, desire, and resources for a successful CI journey. In short, each must have a good reason to sweat for it. Without it, the methods produce limited, short-term results.  Looking Back and Looking Forward I’ve attended and presented at 23 of the 24 conferences held so far, and as I look back over the 25-year history, I see how far this event—and our industry—have come: Initially, those attending the early conferences were primarily QC managers and...

This article is contributed by guest writer, John Compton, Principle, Compton & Associates, and long-time supporter of the Continuous Improvement Conference. “In my 40 years of attending and presenting at a variety of conferences, I’ve yet to find a conference where the openness and sharing equals that which occurs at the CI Conference.” It’s no surprise to me that we are preparing to hold the 25th annual Continuous Improvement Conference. Why the longevity? It’s simple: the people and companies attending over the years have greatly benefitted from the learning and sharing that occur every year at this conference. No Secrets among Friends From the beginning, the purpose of the conference was to provide a venue for people to learn about quality improvement and share their experiences in applying emerging concepts and tools within the printing industry. In fact, in my 40 years of attending and presenting at a variety of conferences, I’ve yet to find a conference where the openness equals that which occurs at the CI Conference. In the various case studies offered each year, companies voluntarily present methods and techniques they use to significantly improve quality and reduce costs and lead time, often with direct competitors sitting in the audience. Then they entertain specific questions on how they achieved their improvements and offer specific answers. It’s safe to say there are no secrets at this conference!  Will Work for Quality How can this happen when there is so much competition in our industry? Again, I think the answer is quite simple: while there are no secrets on how to achieve a more rapid rate of improvement, it’s clear that it’s not easy to do. (There is a valuable CI knowledge quiz if you want to find your knowledge gaps.) Whether it’s total quality, six sigma, ISO 9000, Lean manufacturing, or any of the other approaches, it’s hard work. And like anything that’s hard, you must have a reason to sweat for it. The print companies presenting their case studies at this conference detail just how hard it is to achieve and sustain improvement in lead times, waste reduction, and operating costs. So while the concepts, methods, and results are laid out for attendees to see, each company must provide its own energy, desire, and resources for a successful CI journey. In short, each must have a good reason to sweat for it. Without it, the methods produce limited, short-term results.  Looking Back and Looking Forward I’ve attended and presented at 23 of the 24 conferences held so far, and as I look back over the 25-year history, I see how far this event—and our industry—have come: Initially, those attending the early conferences were primarily QC managers and...

What do lipstick, sheet metal, and football have in common? No, it’s not some college hazing stunt gone bad. It is all included in the range of exciting tours you can experience as part of the 2014 Continuous Improvement Conference in Dallas, TX. This year’s three tours at Mary Kay, Karlee, and AT&T Stadium get you in to see award-winning Lean manufacturing management and quality practices in progress—as well as a Texas-sized architectural wonder that will leave you so impressed you’ll be ready to “throw your hat over the windmill!” Although you may be familiar with these facilities (as well as some Texas colloquialisms) you may be surprised by some of their most remarkable quality and manufacturing features. To give you a better look at what you can expect from these tours, we’ve put together this short quiz. So if you think you’re “as bright as a new penny,” take a shot at these stumpers. (Answers included below—but don’t peek!) 1. Your VIP-guided tour of AT&T Stadium, home of the Dallas Cowboys, includes tons of exclusive activities like stops at a private suite and the print media press box. It’s considered the world’s largest domed structure. In true Texas fashion, it also boasts the largest:      a. Playing surface     b. Retractable roof     c. Score board     d. Retail sales 2. For major events, AT&T Stadium can expand to accommodate seating for how many fans?      a. 100,000     b. 500,000     c. 250,000     d. 94,000 3. On average, Mary Kay’s 25 packaging lines produce how many tubes of lipstick?      a. 7,000     b. 100,000     c. 25,000     d. 15,000 4. Recognized as an FDA-registered drug manufacturing plant, how many units of TimeWise®Day Solution Sunscreen SPF 22 can the facility produce in a typical 10-hour shift?      a. 13,500     b. 25,500     c. 72,500     d. 18,500 5. Mary Kay’s commitment to consistent quality is evident in the number of different product and product component tests performed each year. With 100,000 analytical measurements of products, how many measurements of packaging components are performed each year?      a. 50,000     b. 100,000     c. 250,000     d. 350,000 6. In what year did the President of the United States present Karlee with the prestigious Malcolm Baldrige National Quality Award, one of only 30 small manufacturers to ever win this award?      a. 2000     b. 2003     c. 2010     d. 2012 7. Karlee uses which of the following approaches to lead with best-in-class quality?      a. Total Quality Management Principles     b. Standard Process Control     c. ISO 9001     d. Lean Manufacturing Answers: 1: b—Credited with the world’s largest retractable roof, the home of the Dallas Cowboys claim the facility the largest enclosed NFL stadium. 2: a—AT&T Stadium can handle a crowd, allowing seating...

What do lipstick, sheet metal, and football have in common? No, it’s not some college hazing stunt gone bad. It is all included in the range of exciting tours you can experience as part of the 2014 Continuous Improvement Conference in Dallas, TX. This year’s three tours at Mary Kay, Karlee, and AT&T Stadium get you in to see award-winning Lean manufacturing management and quality practices in progress—as well as a Texas-sized architectural wonder that will leave you so impressed you’ll be ready to “throw your hat over the windmill!” Although you may be familiar with these facilities (as well as some Texas colloquialisms) you may be surprised by some of their most remarkable quality and manufacturing features. To give you a better look at what you can expect from these tours, we’ve put together this short quiz. So if you think you’re “as bright as a new penny,” take a shot at these stumpers. (Answers included below—but don’t peek!) 1. Your VIP-guided tour of AT&T Stadium, home of the Dallas Cowboys, includes tons of exclusive activities like stops at a private suite and the print media press box. It’s considered the world’s largest domed structure. In true Texas fashion, it also boasts the largest:      a. Playing surface     b. Retractable roof     c. Score board     d. Retail sales 2. For major events, AT&T Stadium can expand to accommodate seating for how many fans?      a. 100,000     b. 500,000     c. 250,000     d. 94,000 3. On average, Mary Kay’s 25 packaging lines produce how many tubes of lipstick?      a. 7,000     b. 100,000     c. 25,000     d. 15,000 4. Recognized as an FDA-registered drug manufacturing plant, how many units of TimeWise®Day Solution Sunscreen SPF 22 can the facility produce in a typical 10-hour shift?      a. 13,500     b. 25,500     c. 72,500     d. 18,500 5. Mary Kay’s commitment to consistent quality is evident in the number of different product and product component tests performed each year. With 100,000 analytical measurements of products, how many measurements of packaging components are performed each year?      a. 50,000     b. 100,000     c. 250,000     d. 350,000 6. In what year did the President of the United States present Karlee with the prestigious Malcolm Baldrige National Quality Award, one of only 30 small manufacturers to ever win this award?      a. 2000     b. 2003     c. 2010     d. 2012 7. Karlee uses which of the following approaches to lead with best-in-class quality?      a. Total Quality Management Principles     b. Standard Process Control     c. ISO 9001     d. Lean Manufacturing Answers: 1: b—Credited with the world’s largest retractable roof, the home of the Dallas Cowboys claim the facility the largest enclosed NFL stadium. 2: a—AT&T Stadium can handle a crowd, allowing seating...