Professional Documents
Culture Documents
July 2008
With a corporate commitment to helping customers lower costs and maximize productivity, its no
surprise that Crown Equipment Corporation is itself dedicated to lean manufacturing and total quality
management. Continuous improvement has been intrinsic to the companys philosophy since its founding in 1945, as management has periodically adjusted product offerings and services to meet changing
customer needs.
Yet even with decades of success that has made the Ohio-based manufacturer the worlds top-selling
producer of electric lift trucks, the company still recently found ways to use Six Sigma strategies to
improve processes, reduce scrap and gas usage, and fine-tune operations. The company now has 18
certified Six Sigma Green Belts and 15 Black Belts in its North American manufacturing facilities
striving to lead the corporation toward even further improvement.
The companys electric lift trucks are used throughout the world for transporting materials and goods
in warehouses, distribution centers, and manufacturing environments.
Still headquartered in the same, though renovated and expanded, offices in New Bremen, Crown is now
a multinational corporation with regional headquarters in Munich, Germany, and Sydney, Australia.
The company has 11 manufacturing facilities in seven U.S. locations and also has strong international
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Greencastle, IN
parts. Cellular manufacturing is an integral part of lean manufacturing, as it drastically reduces waste and duplication of effort.
Properly trained teams can manage processes, defects, scheduling, equipment maintenance, and other manufacturing issues
more efficiently and thus reduce waste of all kinds.
Crowns focused factory initiatives paved the way toward a
formal commitment to lean manufacturing in 1999. A pilot
project in the companys New Knoxville motor plant brought
such significant benefits that the company has since applied lean
strategies to every process in every one of its facilities.
Every Six Sigma project needs organizational support, and targeted Six Sigma training enables professionals at every level of
a company to assist with implementation. At the organizational
level, specially trained champions and executives set the
direction for selecting and deploying projects. At the project
level, those professionals actually conducting projects and
implementing improvements are Green Belts or Black Belts,
depending on the level of training they have received.
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Design for X
The Six Sigma perspective views
all work as processes that can
be defined, measured, analyzed,
improved, and controlled. Processes
require inputs (x) and produce outputs
(y). If you control the inputs, you
will control the outputs, generally
expressed as y = f(x).
Elimination of defects
Optimization of processes
Elimination of nonvalue-added steps, such as secondary
handling of goods
Improvement of overseas operations in order to eliminate
secondary handling of goods in the United States
Manufacturing engineers
Quality engineers
Quality management system (QMS) trainers of machinists
Quality technicians
Plant managers
Crowns Black Belt training occurred in the New Bremen facilities during December 2006 and January 2007. Two certified
ASQ trainers led the effort, which culminated with a four-hour
150-question written exam for the 15 participants.
Million-dollar Results
Every successful quality improvement program has both tangible
and intangible resultsconcrete, measurable results (tangible),
and beneficial though impossible to measure results (intangible),
such as improved morale, increased loyalty, higher employee
self-esteem, and enhanced customer satisfaction. Crown has chosen to focus on tangible, hard savings for measuring the success
of its Six Sigma efforts.
To date, Crowns Green Belt efforts have resulted in hard savings of $1.2 million for the company. The companys Black Belt
efforts have brought $285,000 in hard savings so far, with more
expected as the projects proceed further. While the time requirement for the first 12 Green Belts to undertake training was a
whopping 2,400 hours (total for all 12), the company has calcu-
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lated that it has saved a little over $500 per hour for each hour
spent in training.
Strongest Tool
Crowns results indicate Six Sigma is the strongest improvement tool you can use, according to John Daeger, quality
engineering manager of the New Bremen headquarters faciliContributing to this Article
ties. Company managers learned one important lesson, however:
Timing is everything. While the Green Belt training rendered an Mark DeGrandchamp is director of quality and Lean/Six
almost immediate $1.2 million in savings, the Black Belt effort
Sigma for Crown Equipment. With a bachelor of science
has moved at a much slower pace because of its timing and
degree from Purdue University and a masters degree from the
because participants werent assigned to the effort full time. As
University of Indiana, he has more than 23 years of experience
the Black Belt candidates didnt have the opportunity to focus on
working with quality initiatives. DeGrandchamp, an ASQ
their Six Sigma projects full time, the timelines languished.
certified quality engineer, has been with Crown for eight years
and can be reached at mark.degrandchamp@crown.com.
Now that demands have stabilized, Crown management is re John Daeger is quality engineering manager for Crown
energizing the Black Belt effort. The teams plan is to move the
Equipment, responsible for all New Bremen facilities. He
15 projects from the process development stage into the implejoined the company in November 2004. Daeger holds ASQs
mentation and control phases. Budgets have been approved to
quality manager, quality engineer, and quality auditor
include full-time commitment to the Black Belt program. Fullcertifications and has completed ASQs Six Sigma Green
time dedicated positions are currently being filled for a Master
Belt and Black Belt training programs. He holds a bachelors
Black Belt and a Black Belt.
degree from Concordia University and a masters degree
from Indiana Wesleyan University. He can be reached at
The company also has plans to train a minimum of 10 Green
john.daeger@crown.com.
Belts each year, with the intent that the growing number of
Jeff Caudill is Crowns New Bremen operations lean leader
Green Belts will help spread training throughout all branches of
and has specific expertise in analyzing data and statistics.
the company. In the broader scope, the company is also evaluatThough a relative newcomer to Crownjoining the company
ing how its Six Sigma and lean programs should work together
in 2006he has long-standing career involvement with lean
for total ongoing quality improvement.
and Six Sigma activities and is an ASQ certified quality
engineer. He can be reached at jeff.caudill@crown.com.
In the meantime, Crown has been recognized with numerous
awards, including outstanding achievement in waste miniAbout the Author
mization and pollution prevention. The U.S. Environmental
Protection Agency has designated Crown as a Waste
Jeanne Chircop has been helping organizations share their sucMinimization Partner, one of only 27 in the country. The award cesses for more than 20 years. She has written about quality
recognizes the companys success in substantially reducing
efforts in the education, manufacturing, and natural resources
the amount of hazardous waste involved in manufacturing by
sectors. She holds a masters degree in journalism and resides in
eliminating the chromium from paint formulations. Additional
the Washington, DC, metropolitan area.
waste minimization occurred because of installation of a power
painting operation. This equipment has reduced the generation of
waste paint sludge and air emissions.
Crown has also received the Governors Award in Ohio for
Outstanding Achievement in Pollution Prevention. One of only
eight award recipients, Crown earned the nomination not only
because of its actual achievements in pollution prevention, but
also for serving as a role model for other industrial generators by
demonstrating the feasibility of pollution prevention.
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