LEAN ENTERPRISE SYSTEMLEAN ENTERPRISE SYSTEM(SEA-LES)(SEA-LES)

CLARK TECHNOLOGY SYSTEMS, CLARK TECHNOLOGY SYSTEMS, INC.INC.

““OUR JOURNEY”OUR JOURNEY”

1.1.4 –Continuous Improvement Management

RECIPROCATING COMPRESSOR PACKAGE

HOW DO WE GROW TO ….

AQUAOX LLC.

LEADERSHIP & CULTURE - STRATEGIC PLANNING, CHAMPIONS/OWNERS DEFINED

- EMPLOYEE OWNERSHIP

WORKFORCE DEVELOPMENT- STANDARD WORK, TRAINERS

- CONSISTENCY

OPERATIONAL EXCELLENCE - PROBLEM SOLVING, CONTINUOUS IMPROVEMENT

- INNOVATIVE

METRICS -TO ANALYZE DRIFTING FROM STANDARD IN EACH AREA - LEAN

• SALES PER EMPLOYEE – INDICATES INCREASED CUSTOMER BASE AND LEANNESS, MORE PARTS/EMPLOYEE

• ON TIME DELIVERY- CUSTOMER SATISFACTION

•EMPLOYEE SATISFACTION- EMPOWERED TO COMMUNICATE, TO MAKE DECISION

•PROFIT PER HOUR- INDICATION OF PROBLEMS OR SYSTEM DEFECTS

SELL PRICE- MATERIAL COST-DIRECT LABOR

DIRECT LABOR HOURS

METRIC GOAL: $65.00/DIRECT LABOR HR

LOWER: REWORK, MISSING PARTS, DAMAGED PARTS, DRAWING QUALITY, MISQUOTED, LACK OF COMMUNICATION

HIGHER:

EVERYTHING WENT WELL, MINIMAL PROBLEMS

THANK YOU

FAITH D. CLARKfdclark@clarkts.com

CELL 570-279-2035MAIN 570-742-1819

www.clarkts.com

MEET US MEET US OUTSIDE OUTSIDE THE BOX THE BOX