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Unformatted text preview: nly on improving "leading metrics" such as increasing employee engagement (as measured by the proportion of employees who took an electronic quiz on energy) and increasing the number of ideas submitted to the Lean Olympics, rather
than on the magnitude of energy saved by those ideas. The focus on leading metrics was appropriate
given the conditions at the time of the research, and the desire to begin by promoting the concept
of "a million one dollar ideas" central to continuous improvement. Finally, it was observed that the
processes which cells actually used to generate improvements did not utilize process management
best practices, and that more disciplined approaches may result in better improvements[1).
With the success of the first phase of the initiative, the Raytheon EET sought to leverage its
momentum by continuing to develop methodologies to increase the energy efficiency of manufacturing
processes at the IADC. Specifically, it sought to discover and spread practical and easily reproduced
best practices, compatible with the existing lean manufacturing and process management programs,
at the manufacturing cell level. 2.3 Chapter Summary...
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This document was uploaded on 03/03/2014 for the course ADMIN 1 at Universidad Nacional de Colombia.
- Spring '14