A couple months ago, Printing Industries of America opened nominations for the 2016 Managing for Improvement Award. The award is bestowed on a manager in the printing industry who has demonstrated the ability to create real and lasting improvement for his or her company. The continuous improvement of processes and products—as well as innovative breakthroughs—is a business imperative. By improving quality, productivity, safety, and customer satisfaction, companies reap the rewards of prosperity and a safe workplace.

But, what does managing for improvement look like in a real-world setting? For this answer, we’re taking a closer look at the 2015 recipient, Cary “Parrot” Ripsch, value stream manager at The Ovid Bell Press, Inc.

Over a career of 45 years, Cary honed his management skills in such positions as finishing supervisor, customer/service/quality manager, process manager, and plant manager before assuming responsibility as Ovid Bell’s value stream manager. Along the way he became a Certified Six Sigma Black Belt. According to CEO John Bell, Cary’s direction maneuvered the company to a path of improved morale, safety, efficiency, and repair costs through pre-maintenance, quality, and profitability. “We have created a path to a bright future and a future that can be sustained in our difficult and challenging times,” said Bell.

To reach this new level of improvement, Cary relied on a foundation of employee engagement and acceptance of the continuous improvement philosophy. The implementation of 5S throughout the plant organized production into an efficient flow using all visible tools at their disposal. Then, results were reviewed with a focus on improvement from baseline performance and establishment of future goals that drive business plans and objectives. Management then analyzed variations in performance in a Six Sigma methodology to ensure obstacles were removed and improvements sustained.

Numbers certainly do not lie—Ovid Bell Press saw exciting results to their bottom line due to Cary’s commitment to Lean practices. You can find statistical improvements for the company over a 12-month period from Oct. 1 2011 through Sept. 30, 2012 below.

 

1.     Production Efficiency

Press makeready time

Decreased by 16%

Press run time  

Increased by 16%

Press makeready waste

Reduced by 19%

Press run waste               

Reduced by 28%

Bindery throughput       

Increased by 18%


2.     Delivery Efficiency

On time delivery completion rate

Increased from 92% to 96%


3.     Quality Efficacy

External customer complaints

Decreased by 31%

Internal customer complaints

Decreased by 40%


4.     Profit

Gross profit margin year over year          

Increased by 8.1%


5.     Safety

Year

Recordable Injury Frequency               

Workers Compensation Claims               

2011

6.36

$116,505

2012

5.72

$7,803

2013

1.91

$3,471

Many people at Ovid Bell Press, Inc., credit Cary’s work as a big part of the improvements made over the last couple of years. “I have seen improvement in the quality of the publications we produce since Cary has been in his position,” said David O’Donley, vice president of sales. “His quality control initiatives and training programs have improved quality, increased the number of jobs completed on time, and contained costs.”

Chief Operating Officer James Mead also commented on Cary’s contributions, saying, “A large factor in this continuation of success has been the focus on gaining a competitive edge on the elements that are demanded by our customers. Mr. Ripsch has played a major role in this success.”

And to be a good manager, you have to show more than what is in the numbers. As Chief Financial Officer Jill Custard puts it, “the most important thing that Cary does for continuous improvement at The Ovid Bell Press is his willingness to listen to others. He doesn’t dictate what he feels needs to be done; he takes input from those around him to help establish what our continuous improvement goals need to be.”

Do you know someone like Cary who would deserve our 2016 Managing for Improvement Award? You can make your nomination by visiting ci.printing.org/about/managing-for-improvement-award and by using this nomination form. The recipient of the Managing for Improvement Award will be recognized in front of a distinguished audience at the 2016 Continuous Improvement Conference, April 10–13, in Milwaukee, Wisconsin, at the Milwaukee Hilton City Center. To learn more about the CI Conference, visit ci.printing.org.