This document discusses the benefits of adopting a "CI/Lean" (continuous improvement/Lean) culture. It describes how Federal Heath Sign Company started a culture change by establishing a full-time CI/Lean leader and developing Lean leaders throughout the organization. The company deployed strategies like eliminating waste, engaging employees, and conducting rigorous problem-solving to see improvements like increased revenue per employee, lower variance and set-up times, and higher customer satisfaction ratings. Adopting this type of culture leads to positive behavioral and cultural changes that drive organizational success.

1. BENEFITS OF A
“CI/Lean” CULTURE
Rick Foreman

2. Who is Federal Heath Sign Company?
•Customer-focused, full-service sign company
since 1901
•Multiple manufacturing locations
•Nationwide Sign & Lighting Maintenance division
•Specialty Re-imaging division
•Diversified customer base
•Flexible to meet customer needs
•Strong financial track record
•Growth oriented

3. Nationwide Support

4. Markets Served
Automotive
Finance
Gaming
Hospitality
Corporate
Identification/Custom
Petroleum
Restaurants

5. What are the Possibilities?
• Profitable
Growth in a
challenging
economic
environment?

6. “CI/Lean” Culture Change
• Started @ Top – CEO/President Level
• Established full time CI/Lean Development Leader
• Assess Organizational Culture
• Develop Implementation Strategy
• Know the “why” & “purpose”
• Develop Lean Leaders & Network
• Engage, Connect, & Influence
• Know your audience

7. “CI/Lean” Culture Change
Customer & Stakeholder Satisfaction
Gemba Team
ENGAGE-CONNECT-INFLUENCE
Middle Mgmt
ENGAGE-CONNECT-INFLUENCE
CEO & Sr. Mgmt
SERVANT LEADERSHIP
STYLE SUPPORT

8. Deployment/Sustain Strategy
• Systematic Identification/Elimination of Waste
• Go the “Gemba” – Engage workforce
• Rigorous CI/Lean Book Club Process
• Strong 6S: Everything has a place/in it’s place
• Hands On Problem Solving: Ask why again and
again and again
• Organizational learning
• Maintain sense of urgency (tension)

9. We’re
Leaning
Things Out
The cumulative efforts of systematically
identifying and eliminating waste continue
to yield great results. (HOW?)
Go See @ The Gemba
CI/Lean Office Key: Ask what are
your biggest or most frequent
frustrations or constraints?

10. Are We Winning? Was it a good day?

11. What Do We See?
• Engage through
visual
examples/stories
outside of work
environment

12. Engagement/Accountability
Comments / Results
Continuous Improvement / Why? / Reducing-
Owner
Tasks Eliminating Which
Waste?
Re-arrange saw in metal area to Open up flow from
be parallel to iron worker. Review metal fab into weld
need of rack in between metal area By opening this
fab & weld (more of a catch-all & area up we saved 23ft
labeling not close to actual 11- 7- 3- per trip average 8 times
condition) Nov Jan Jan Sam a day saves 184ft a day.
Consolidate / remove storage Eliminate conveyance /
racks in the receiving area to Wasted motion Keeps
provide ample space for inbound the aisle clean so we do
freight without blocking the aisle not have to move
. This requires extra travel something to get down
distance for lifts / buggies the aisle opening up
carrying product to areas of the 17- 7- 15- 143 sq ft of floor space
shop Dec Jan Jan Tony

13. Results
• Texas Mfg Assistance Center Awards @ Two
Texas Facilities (TMAC Evaluator is a certified
Shingo Examiner)
• Inventory turns up to a high of 18 from 9
• Rev. per employee up to $250k from $195k
• VOC ratings over 9 on a scale of 1-10
• Variance reductions of 10%
• Set-up reductions of 55%
• Warranty under 1% of product revenue

14. Key Points & Conclusion
• Influence Behavioral Change: “Change sticks only
when it becomes the way we do things around
here.” John Kotter, Leading Change
 Influence Cultural Change: "We don't have to
change, survival isn't mandatory" W. Edwards
Deming
 Model the Way / Lead: “It is amazing what you
can accomplish if you do not care who gets the
credit.” Harry Truman
 Continuously Communicate the “Why” & “How”:
A vision without execution is hallucination.