The executive has over 25 years experience in the Industrials sector. The executive held operations and M&A roles at AMETEK and major Defense contractors.
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They organize Kaizen events, and we've had a few at my operating unit as well. We take some of our employees from the operating site to be part of the team, along with a small team of facilitators and experts who come on site. It's usually about a week-long commitment by the operating unit and the organization. During this week, the team will delve deep into the operations, focusing on key issues such as on-time deliveries (OTD) and similar challenges.
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During a Kaizen event, you might conduct a value stream analysis, interview associates on the floor, observe assembly processes, perform time studies, and other typical activities. At the end of it, there's an action plan. You might start with a hundred action items, but it's impossible to tackle all at once without overwhelming everyone. To avoid inaction, AMETEK does an excellent job of training facilitators to prioritize effectively. We apply the 80/20 rule, focusing on the 20% of actions that will have the greatest impact.
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We pare down to about five to seven key actions that we can track for the next quarter. We have bi-weekly calls with the Kaizen lead facilitator, about twice a month, and continue this for a quarter. We then report out to the Executive Leadership Team (ELT) every quarter. As we do this, we start to see small wins and gradually achieve our goals, allowing the company to remain as decentralized as it has always been. The reason these units were acquired in the first place is that they were successful and knew what they were doing. We aim to add more margin and growth.
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The executive has over 25 years experience in the Industrials sector. The executive held operations and M&A roles at AMETEK and major Defense contractors.