Join us for a virtual tour of Ingersoll Rand's Wujang, China operation, and learn how the company moved 12 factories into one industrial campus while increasing productivity and employee engagement with a total lean transformation.
From 2011 to 2019, 12 footprint projects were implemented to move 12 factories into one industrial campus. Shipped COGS increased 240 percent from $102 million to $346 million, but the headcount increased only 10 percent from 934 to 1026. Productivity per headcount improved by 200 percent. See how Ingersoll Rand used end-to-end value stream transformation with a clear implementation roadmap, methodology, tools and total employee involvement in kaizen events. Hear how employee engagement improved from 48 percent to 91 percent, according to survey data. Plus, you'll see lean capability development across plant leadership, functional leaders and production line team leaders. You'll also learn how an effective lean daily management system was used to sustain standard work and problem-solving while building strong lean leadership behavior and lean culture across the organization.
Ingersoll Rand provides innovative and mission-critical industrial, energy, medical and specialty vehicle products and services. It is based in Davidson, North Carolina. irco.com