Building and Sustaining the Improvement Kata
Growing people and delivering results
Presentation Code: VS3-04
Value Stream: VS3 - Leadership, Change Management, Culture
Day & Time: Wednesday, Oct 17, 2012 - 9:30 AM
Length: 1 hour, 10 minutes
The challenge facing the Delta Faucet Company domestic facilities is to remain competitive with increasing international competition. To do so, in 2007 the company began a transformation of its organizational structure to drive continuous improvement to the shop floor. In doing so, an increasing percentage of the employee population became engaged as independent problem solvers, driving results and building morale. However, during the organizational transformation the company found a weakness in management engagement, understanding and problem-solving at the process. The company realized that they needed a more comprehensive lean management system to accelerate learning and growth of individuals. They also needed to increase the lean skill set of the plant population and use the right tool on the right problem. Improvement kata proved to be the tool they needed. Learn how Delta Faucet is working to make it a part of everyday operations
In this presentation:
- Find out about the Toyota kata.
- Learn the principles of improvement kata.
- Hear how to coach kata to your employees and management.
- Find out how Delta Faucet applied improvement kata to its own problems.
- Hear how improvement kata is helping Delta Faucet with everyday operations.
- Find out how you can use improvement kata for your business.
Delta Faucet Company
Delta Faucet Company is one of the largest U.S. manufacturers of residential and commercial faucets. The company places a high priority on products that address today's environmental concerns, such as accessibility to water, water conservation and water quality. As a manufacturer-partner of WaterSense®, a program of the U.S. Environmental Protection Agency (EPA), Delta Faucet is committed to working with the EPA to actively protect the future of America's water supply. The company also practices improved manufacturing processes to reduce its ecological footprint.
Todd Jacobi joined Delta Faucet Company in 1993 and has worked in a variety of roles, including manufacturing engineering, materials management and plant management. His lean background includes initiation of the first lean program at Delta Faucet Company in 2001 and, starting in 2008, the development and implementation of flexible organizational systems, such as value stream management, shop floor management and the improvement and coaching kata. Todd earned his BS MET from Purdue University and his MBA from Washington University. He has served as director of manufacturing for Delta Faucet Company since 2005.
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