Many manufacturers treat continuous improvement like free samples at Costco — tasting a little bit of this and a little bit of that to see what they like. That can lead to good results, but a risk is never buying the full portion and getting the benefits of those savings.
That was the case for century-old manufacturer Barry-Wehmiller. The St. Louis-based maker of highly engineered industrial equipment, such as box-making machines and tools for filling bottles with liquids, had lots of lean tools available to its divisions, but efforts revolved around sampling — trying a bit of this and a bit of that to solve individual problems, rather than focusing on the whole. The result: uneven gains across the 12,000-plus member strong organization.