USA streamline the different flows of the business .
“ We ’ re really focused on leaning out our facilities and taking out waste — we ’ ve put Kanban systems in place , self directed work teams , formal problem solving training and leadership training with our team leaders and front level supervisors , a lot of visual management and getting the operators more involved , and we ’ ve seen significant improvements in labor efficiency and in scrap reduction ,” said Fish . “ We ’ ve made huge strides in terms of quality , delivery , end cost through efficiency , and inventory reduction . So the lean efforts , between lean and Six Sigma , have been huge in our operational improvements .”
In addition to improving efficiencies among its people , Revere is also working to improve communication and leadership among its people . “ Our company culture is actually going through a renaissance ,” said Fish . “ Over the last year and a half we ’ ve really been emphasizing communication and teaching people the business side of things . They now are engaged in problem solving and continuous improvement — they have a voice .”
Through exercises ranging from newsletters to skip-level management meetings , Fish explained that morale alignment and development at all levels has been improving dramatically . “ We put a lot of emphasis on our people , and I continue to remind everyone they ’ re our greatest asset ,” he said . “ It ’ s just really about opening up lines of communication . We ’ re still in the midst of this
Revere actively develops and implements In- Mold Decoration ( IMD ) and In-Mold Labeling ( IML ) processes . In this application , post the IMD process Revere pad prints for additional part decoration .
“ We ’ ve made huge strides in terms of quality , delivery , end cost through efficiency , and inventory reduction ”
– Glen Fish , Revere Plastics Systems President
www . revereplasticssystems . com 57