Snow Business recently had the opportunity to discuss lean management processes with Jim Rose, the Lean Six Sigma (LSS) Master Black Belt for Bobcat Co., West Fargo, ND (www.bobcat.com). To learn more about Lean Six Sigma, visit www.isixsigma.com.
How long has Bobcat had a lean program in place?
JR: Since 2003. In 2005, we combined it with a Six Sigma program to make it Lean Six Sigma. We track both projects and kaizens on our LSS Project Deck. Our salaried belts (yellow, green, black and master black) are required to complete both projects and kaizens for certification and re-certification. Our Kaizen Leader Yellow Belts are selected hourly employees who are required to lead five kaizens after training to become certified.
How has the program made a difference for your company?
JR: We track hard savings—savings that should fall to the bottom line. Over the last three years, we’ve generated more than $50 million in hard savings through LSS activities. Our savings are signed off by finance/accounting.
You mention the kaizen strategies. Is Bobcat’s entire lean program a formal one, or is it also about using it every day as part of the company culture?
JR: It’s both. We do have a formal LSS program, but our stated vision is to have everyone use the appropriate tools in their day-to-day jobs.
How often are lean practices analyzed as part of Bobcat’s follow-up, to ensure "old habits" aren't sneaking back in, new processes are integrated as efficiently as possible, etc.?
JR: We don’t spend much time looking backward. Each month, each plant has a selected week wherein they conduct most of their kaizen activity, but they’re allowed to conduct kaizens as needed outside that designated week. All LSS project require 30/60/90-day follow-up reviews to close the project.
What advice do you have for snow and ice management contractors about implementing a lean management process?
JR: The lean tools are deceptively easy; the hard part is the continuous improvement aspect. It’s very easy to have one or two lean events and declare victory, but waste is everywhere. The metaphor of lowering the water level in a lake works well. As you remove some of the waste (bring the water level down a bit), you see more waste (rocks) that you couldn’t see before. We’ve kaizened some of our processes more than 10 times, and we still find plenty of waste to take out.
Lean is a journey that will never end. There’s waste and opportunity everywhere.
Read more about lean in "Lean, not mean", from the September/October issue of Snow Business.
