Manufacturing Today - January/February 2014 - 157

Carlton-Bates Company

tions to ideal LEAN models developed
for similar operations.
2. Report - The assessment reveals loopholes and identifies how to transform
the organization. Carlton-Bates defines
the vision for the operation by identifying cost savings and performance gains
to establish a roadmap to achieve these
goals quickly.
3. Boot camp - Carlton-Bates executes
projects through three- to five-day
operational improvement workshops.
During this "boot camp," client teams
learn principles, practices, tools, techniques and theories behind everything
Carlton-Bates does.
4. Sustaining - Once future-state operations are in place, Carlton-Bates
implements an effective LEAN daily
management system based on the
principles of jidoka. This ensures that
implemented improvements stick and
provides a strong foundation for problem-solving and continuous improvement capabilities.

South

UEM Benefits from Carlton-Bates Expertise
For equipment manufacturers, the ebb and flow of demand can make it challenging to staff appropriately. That was the challenge for Oklahoma City-based United Equipment Manufacturing (UEM).
This global supplier and manufacturer sought to add greater efficiency to its production
process. UEM counts on Carlton-Bates as an integral part of its engineering team on every design,
helping to improve current designs and innovate on new ones.

According to Joe Husman, LEAN programs
manager for Carlton-Bates, these programs
can apply to any OEM regardless of where
they are on their LEAN journey or if they
have not even begun. Carlton-Bates often
works with the OEMs' in-house LEAN
teams or other departments within a company to find breakthrough improvements
to reduce costs and waste.
The four-step process allows the company to tailor its services based on every
client's needs, whether that means running
its supply chain management completely or
implementing a LEAN system that transforms the entire business.
"We might have a customer whose business and manufacturing processes are vertically integrated," Husman says. "Our
LEAN consulting enables them to spend
more time in the areas where their business
adds the most value. We can become that
complete supply chain solution or simply
provide the piece that makes sense for the
client. Our approach and LEAN thought
process allow us to be a flexible and agile
part of the clients' business." mt
JANUARY/FEBRUARY 2014 manufacturing-today.com

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Table of Contents for the Digital Edition of Manufacturing Today - January/February 2014

Table of Contents
Manufacturing Today - January/February 2014 - Cover1
Manufacturing Today - January/February 2014 - Cover2
Manufacturing Today - January/February 2014 - 1
Manufacturing Today - January/February 2014 - 2
Manufacturing Today - January/February 2014 - Table of Contents
Manufacturing Today - January/February 2014 - 4
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Manufacturing Today - January/February 2014 - Cover3
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