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CONTINUOUS IMPROVEMENT
Continuous Improvement is where “seek perfection” stops being a poster on the wall. Across two to three days, you'll dig into scientific thinking, process focus, quality at the source, and flow — always through the lens of value defined by your actual customers, not assumptions about them. Real examples, real practice, minimal theory.
You'll walk away with:
• A sharper, customer's-eye definition of value
• Practical tools tied to five Continuous Improvement principles: Seek Perfection, Embrace Scientific Thinking, Focus on Process, Assure Quality at the Source, Improve Flow & Pull
• A clearer view of how behaviors, systems, and principles actually connect — the through-line a lot of Practitioners tell us finally clicks here
Prerequisite: Discover Excellence, Systems Design
About our Amazing Host Site:
Daimler FCCC
Established in 1995 and trusted by some of the most respected names in the RV, walk-in van, commercial bus and school bus industries, Freightliner Custom Chassis Corporation (FCCC) is a leading manufacturer of premium vehicle chassis. As part of the Daimler family, Freightliner Custom Chassis shares the heritage and engineering excellence of Freightliner and Mercedes-Benz – leveraging expertise in heavy-duty durability and precision performance to infuse each of our chassis with the best of all worlds.
At FCCC, we recognize that our goal of building market-leading chassis cannot be realized without a thorough understanding of – and response to – our customers’ needs. We deliver superior performance, safety, reliability and customer support based on a wealth of in-depth knowledge and resources, because as we always tell our customers, we’re proud to say we’re Driven by You
What You Will Observe
Shingo principles embedded into the culture at every level
High-focus design of systems and a dedicated approach for measuring the behaviors those systems are delivering
Daily management systems in an automotive production line where technology and human behavior are designed to reinforce each other
What it looks like when operational excellence is a competitive strategy — not a cost reduction program