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FLEXO Magazine : June 2011
FTA TODAY doing things, documented the steps and noticed that we were forcing people to walk seven more miles a day than they needed to, just to retrieve the components of the jobs slated for press. Repositioning of the staging line was necessary and brought many efficiencies,” he notes. “ We forced rigidity into how we viewed our projects. We monitored electricity, energy, substrates, ink. The resolve was to drive system issues from top down and Lean principles from the bottom up. Among our objectives were reducing costs in capital spending and trimming waste.” Discussing lessons learned, he maintains that cultural ex- pectations and full management engagement are essential. “It’s a good idea to parallel other programs with CI , such as safety,” he adds. “Plan to examine each year ’s performance and make adjustments to both personnel and tools to facili- tate culture growth and improve cost efficiencies.” Align & Assess Input, process and output constitute business, according to Jacob Raymer, director of education at The Shingo Prize, Logan, UT. “Know-how alone isn’t enough. You need to know why something is done.” Raymer emphasizes principles and assessment techniques for operational excellence, stating that to achieve operational excellence, it is necessary to align synergy and purpose, assess reality and accelerate cultural transformation. He cautions that behavior is based on principles, systems, tools and results, in accordance with the following: • Principles guide an organi- zation throughout its life in all circumstances, irrespec- tive of changes in its goals, strategies, type of work or top management. • Systems are organized collections of parts that are highly integrated to ac- complish an overall goal or defined objective. • Tools are devices that aid in accomplishing a task. • Results are the observable and measurable outcomes of a system. He reminds printers and other improvement-minded entrepreneurs that there is an integrated relationship between principles, systems and tools. “ We must focus on performance and behavior. Systems drive behavior. Culture is not defined by your performance, rather how you get that performance,” he says. “ Operational excellence is achieving great performance with ideal behavior. ” n Fred Betzen, Huhtamaki Packaging. C M Y CM MY CY CMY K LEC_Flexo_30th.pdf 1 3/10/11 4:59 PM www.flexography.org June 2011 FLEXO 39
Sustainable Spring 2011