Executive Spotlight Series: Connecting Silos Within a 9,000-Mile Supply Chain


As Vice President of Industrial and Supply Chain Strategy at Camso -- a multinational tire and rubber manufacturer with four business units and a 9,000-mile supply chain -- Joe Schnippert is faced with his share of daily challenges.  Amid port strikes, long lead times, and manufacturing line disruptions,  Camso has continually kept customer service in the forefront and maintained an aggressive focus on operational excellence. 

We interviewed Joe to learn about some best practices that have helped pave the way forward. 

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The Lean Leadership Training Series: A Complete Guide to Principles

Whether they're consuming a product or service, customers experience the aggregate of all the processes with which a company operates. Ideally, these process should all be aimed at maximizing customer value at the lowest possible total cost. But many companies are challenged with lack of alignment throughout their organization. And when they fail to work as a value stream and operate with "silo thinking" -- it can have detrimental effects on their customers.

To truly drive value stream thinking, organizational leaders must constantly align the organization toward a purpose, while supporting all team members in increasing value and eliminating waste. This is the essence of lean leadership and a lean culture.

Lean teaches us that successful organizations are principle-based, instead of tool-based. Tools allow us to create formality and structure around our daily processes and problem solving, but it’s thinking and behaviors that take us to the next level.

The following blog series is a comprehensive guide for leaders to start thinking and operating by prinicples. Covering everything from communication and engagement to functional knowledge, this series is designed as a practical, lean leadership training tool for professionals to:

  • Read each lesson
  • Practice the principle (with recommendations highlighted in each lesson)
  • Reflect on improving personal management style and the overall organization

Let's get started!

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C-Suite Spotlight Series: What is Zero Based Budgeting and What Does It Mean For Your Supply Chain?

"In manufacturing, zero-based budgeting doesn't just look at materials, but it challenges all the services and functions that are performed by the company."

As the chief financial officer of Harris & Ford LLC, a major chemical distributor, Charles works to improve the firm’s global distribution and logistics services to leading Fortune 500 companies in the food, pharmaceutical and industrial sectors.

One business trend Charles often now sees is zero-based budgeting -- a method of budgeting in which all expenses must be justified for each new period. We interviewed Charles about zero-based budgeting and how it's affecting supply chain.

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How Do You Balance Leading and Driving Results?

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How Great Leaders Handle Conflict and Accountability (Lean Leadership Series)

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C-Suite Spotlight Series: How to Get Better Results From Your Suppliers

"I have the pulse of my floor, do we have the pulse of our suppliers' floors? Are they moving the needle forward?"

As CFO for Bonfiglioli USA, a leader in global power transmission and control in Hebron, KY, Scott Guy is passionate about continuous improvement. Consistently recognized for analyzing complex business problems, Scott's everyday role requires making tough decisions while considering their long-term effects to the bottom line. 

One way Scott contributes to Bonfiglioli's growth and profitability is through its supplier base. We interviewed Scott on how he's formed partnerships with suppliers who share Bonfiglioli's core values, and ensures their development towards mutual success. 

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Are You Practicing These 5 Tips for Coaching Your Team?

 

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Communication Styles of Highly Effective Leaders

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Raising the Lean Bar in Construction

"Overall, the construction industry collectively struggles with managing the supply chain. We experience a lack of consistency in each client project, each introducing many new hurdles to overcome. Like other construction companies, we’re constantly procuring, developing, and establishing new relationships with new suppliers, subcontractors, vendors, and architects to develop and streamline the building experience."

As Senior Project Manager for DPR Construction, a leading general contractor with offices all over the U.S., Peter Berg says maintaining stability is a continuous challenge in the industry. We interviewed Peter to hear his perspective on advancing supply chains in the construction industry, and how his company is gaining a competitive advantage.

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Building the Layers of Lean Construction

Kirk Paluska, General Manager and Owner of DUCTCO LLC, is a lean guy at heart. As lean consultant in his former life, Kirk has experienced lean thinking transform organizations from waste-ridden and varied to efficient and stable. 

Now, he's hung up his consulting shoes for some steel-toes and bought a middle contracting company servicing sub contractors in the commercial construction industry.

Using his lean background, Kirk is transforming his commercial contracting company in the midst of an industry where lean thinking can be rare. With complex supply chains and custom, varied projects, there's little room for standardization, PDCA or measurement.

We interviewed Kirk on what he's seeing in the construction industry and where lean thinking can help it improve.

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