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. [email protected]
CELL 570-279-2035MAIN 570-742-1819
www.clarkts.com
MEET US MEET US OUTSIDE OUTSIDE THE BOX THE BOX
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