Manufacturing Today - November/December 2016 - 111

CLARCOR Air Filtration Products

In CLARCOR's largest plant of 300
employees, about 80 have participated
in a kaizen event and they feel like they
have "skin in the game" and input on
how their areas look and operate, Sikes
explains. "We will get to a point next
year where a critical mass of people have
been in the events and that's where engagement comes in and employee ownership. It's a lot easier to sustain change
when it comes from people out on the
floor. We give them the tools, they implement those tools and they own it. We
support them throughout the process."
After the kaizen event, CLARCOR recognizes each employee for what they accomplished and celebrates their success.
"It really goes far in recognizing the folks
for buying into the process and showing
off what they did," Sikes says. "That's

how you get a lot of fast-growing support. Recognition is key in the process."

Satisfaction Guaranteed
About a year ago, CLARCOR started
doing employee satisfaction surveys
to figure out which areas they wanted
leadership to improve on. "What we did
at each plant was launch a satisfaction
committee and it's made up of leadership, production line folks and personnel," Griffin says. "The team ranks
items highest to lowest that they want
to see made, and the committees attack
them one at a time and report out what
they accomplished."
Changes have included adding ice
dispensers and microwaves up to costly
capital items, such as new machinery.
"Folks are truly engaged and feel like

Midwest

their voice matters," Sikes says. "They
can be part of the correction process. We
also have a committee working on our
benefits to make it more aligned with
what people need. Anything is on the table and we find that to be exciting."
CLARCOR created a value stream
model with a team working on one product family and becoming the subject
matter experts in those products. From
there, the primary focus is to improve
productivity. "My philosophy is to get
paid for that product as fast as possible by increasing velocity in the value
stream," Sikes adds. "If we can shorten
the lead time, our customer service is
better and that's our focus. We have had
a lot of success over the past 10 months
of doing this and have a greater buy-in
because of employee engagement." mt

NOVEMBER/DECEMBER 2016 manufacturing-today.com

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Table of Contents for the Digital Edition of Manufacturing Today - November/December 2016

Table Of Contents
Manufacturing Today - November/December 2016 - Cover1
Manufacturing Today - November/December 2016 - Cover2
Manufacturing Today - November/December 2016 - 1
Manufacturing Today - November/December 2016 - Table Of Contents
Manufacturing Today - November/December 2016 - 3
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