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For some time now, the practice of Continuous Improvement (CI) has been a popular principle of production in our industry. As the name implies, it’s a concept whereby manufacturers implement methods to make ongoing, incremental productivity adjustments to their business. A worthwhile philosophy, indeed, but what happens when the initial improvements are made, and the more time-consuming improvement tasks at hand no longer make the “continuous” label accurate? According to a recent article, “58 percent of executives describe their CI program as producing ‘minimal financial impact,’ and 69 percent believe their program ‘needs a reevaluation.’” What’s to become of your CI program when the “low-hanging fruit,” as described by the article’s author, is picked and the program is no longer effective.
The author believes that the way to improve Continuous Improvement is by emphasizing personal accountability and leadership training on all levels. The piece states that assigning these tenets to all employees, particularly those on the production floor who are performing your everyday tasks, provides a sense of value to them and shows the seriousness of your commitment to improving CI.
We believe this makes a whole lot of sense, and at Helander Spinning, we are focused on continuously improving the right way, and on the value of each and every employee. Every member of our team cares about their work, and it shows. We recruit, hire, and train the most qualified professionals, and together we retain our commitment to quality. Every single Helander employee is an extension of this philosophy, and as such, we are confident in our past, present, and future success.
