The Challenge
Improvement in pockets, no shared system
Improvement efforts were happening across 6 operating companies and 60 facilities — but with no shared method, no common language, and no way to scale what worked from one plant to the next. The goal was a single, repeatable Lean Engineering System, deployed enterprise-wide, that would hold without an outside consultant standing over it.
The Approach
Build the system, then hand it over
- ▸Develop and deploy the Tomkins Lean Engineering System across all 6 companies
- ▸Run a weekly kaizen cadence combining classroom training with simulation, hands-on shop-floor improvement, and executive presentations
- ▸Train and develop each company's Lean Champions on the purpose and methods of the model
- ▸Teach every site to implement, track, and report the program themselves — so gains scale without outside dependence
The Outcome
Measurable results
- ✔$14.3M in operational savings in 2009, driven by the enterprise-wide kaizen cadence
- ✔A trained, self-sufficient cadre of Lean Champions in every operating company
- ✔A standardized Lean Engineering Model proven to scale across 60 facilities — an enterprise system, not a one-plant win