"As a result of the implementation of Lean best practices and principles by our employees, IPAC has increased capacity by 400 man hours per week and we haven't paid one hour of overtime or missed an order ship date in months. Training with GBMP has meant the difference between staying viable in the Northeast and looking elsewhere to manufacture. Standardizing work practices and eliminating waiting and looking for items have been the two greatest gains that we made. We made a small capital investment, which also facilitated the extreme increase in Productivity. The productivity improvement as measured in sales dollars/labor dollars is up over 30%"
Bob DesRosiers, President
Industrial Polymers & Chemicals, Inc.
“GBMP taught us that Lean thinking is not a project with a beginning and end. It changes how we think, see, and question how and why things are done. Now our eyes are open to new improvement opportunities every day.”
Alice Lee, Special Assistant to the President for Business Transformation
Beth Israel Deaconess Medical Center
"GBMP has been our trusted partner in guiding us along the lean journey. Their expertise in the field of continuous improvement and the Toyota Production System has greatly increased our collective knowledge base. Working together, we are providing a fertile ground for Raytheon's culture of Total Employee Engagement to accelerate business growth."
Ken Veduccio, Director of Development and Manufacturing
Raytheon Company, Northeast Shingo Prize Recipient
"Bruce Hamilton and Pat Wardwell of GBMP have learned from the best over many years, and know how to put lean thinking into action."
James Womack, Author of "Lean Thinking"
"GBMP's plant tours and seminars always give my company great ideas and new tools."
Tim Callaghan, VP of Operations
Phoenix Controls
"GBMP's approach to continuous improvement is people-focused, and has brought out the creative capability of all of our employees. We cut floor space in half and work in process from a week to approximately one day. Our team is now working to get WIP down to one day and the improvements are only beginning."
Bob Elliott, Operations Manager
Symmons Industries
"GBMP has helped transform our operation into a world class facility and continues to offer great improvement ideas."
Michael Tamasi, President
AccuRounds, North American Shingo Prize Recipient
“We at Brooks are delighted to be affiliated with GBMP and are recommending that our friends join it as well. The cost of membership is insignificant compared to the measurable tangible benefits.”
Roger Stix, VP and CFO
Brooks Interiors, Northeast Shingo Prize Recipient
"Until recently, most companies taking on the task of becoming lean treated it merely as a set of techniques or as a rearrangement of processes. They made some gains and then hit a dead end. Becoming a lean, world-class organization requires the unrelenting pursuit of excellence by every employee, every day. The GBMP’s people-based method for training and shop floor improvement can help any manufacturer to make this transformation."
Ross Robson, Executive Director
Shingo Prize for Manufacturing Excellence
“Jaco applied for and was recently approved to receive training funds through the Department of Employment and Training's Workforce Training Fund. One of the training initiatives approved was to provide in-depth training of our workforce on this subject of Continuous Improvement. Pat Wardwell of the GBMP is working with groups of employees once or twice per week in full day sessions toward greater understanding of the Continuous Improvement processes. It has taken only a few weeks to see the results of her efforts on our shop floor. I realize now that I was not very effective when it came to bringing the Continuous Improvement ideas I was hearing about at meetings back to Jaco's workforce. I was probably able to get results that were only about 10% of what I see now that we are working Pat and GBMP. With Pat on-site and the training continuing, there is an overall enthusiasm. All of our employees are involved and their efforts are already paying off. The "housecleaning" of our inventory has been incredible with every useful item in its place, and this is only the beginning!”
Bert Santucci, Vice President of Operations
Jaco Inc.
