|
Programs for the Season 2005/2006 |
|
Programs for the Season 2005/2006 |
Event #3  Tour: Canada Post Lean Plant TourSouth Central Processing Plant 969 Eastern Avenue, Toronto Map Thursday, June 15, 2006 6:00 - 8 30 pm Please sign-up for this tour by Tuesday June 13. Limit 15 people. Sign-up required ASAP - Friends & colleagues are very welcome! Reservation: Juergen Boenisch, Juergen.Boenisch@jbemc.com with your name, company, contact information (phone number and email). Priority for tour sign-up is: members, student members and non-members, in that order. $15 for members (CMTDMF -Canadian Machine Tool, Die & Mold Federation- included), $20 for non-members, student members $8. Includes Presentation, Tour, Talk & Discussion. |
|||
|
 |
Plant Tour Information We will tour the letter processing plant in the evening when the largest amount of letters will be processed. Prior to the tour and overview about Canada Post and its Lean Journey will be provided by Scott MacKinnon, Manager Performance Excellence CRM & Six Sigma. About Canada Post Canada Post began its Lean Journey in the mid 1990s when an operations executive took an interest in lean and process excellence, and struck up a working relationship with Jim Womack, co-author of Lean Thinking, and founder of The Lean Enterprise Institute (Boston). When they started their lean initiatives everything was crowded and there was no free space in many of their facilities. Over time they rearranged machines, cleaned up the mail flow, and freed up space. In Toronto for instance, Canada Post had five letter mail facilities. Those five became one, occupying a footprint that nobody would have thought was possible many years ago. Today, on top of their efforts to improve mail flow within each facility, Canada Post is working to unify its operations, standardizing processes and best practices across the organization. The constant goal: The right product in the right place at the right time, all of the time. Specially trained "lean six sigma" leaders coordinate many of these projects. Armed with a black-or green-belt training certification, they collect data and apply lean material flow and six sigma statistical tools to identify the greatest opportunities for improvement, and then implement changes. Scott McKinnon is the “Manager Performance Excellence CRM & Six Sigma” and part of a supply-chain integration team and works out of the South Central letter processing plant we are going to tour. The facility processes nine million pieces of letter mail per day. "Years ago it was always a mad rush on the dispatch; things coming and going. Chances for flaws and loss of integrity in quality were a lot higher than they are today," MacKinnon says. "Input quality and scheduling excellence, the combination of those two items will give us extremely strong capability of providing one-day local-to-local letter mail delivery out of this plant to our delivery customers." Canada Post's primary metric is delivery time. A system-wide audit reported that 96.8% of mail arrived within the service targets, which range from next day to four days depending upon distance. Canada Post at a Glance Customers: 31 million Canadians and 1 million companies at 14 million addresses. Volume: 37 million pieces of mail per day, 10.9 billion pieces of mail per year (2004) processed through 22 major plants. Transportation: 6,000 vehicles, one of the largest fleets in Canada; 550 domestic mail flights every day; and more than 20,000 delivery routes. Employees: 70,000 full and part-time employees, many of whom are represented by the Canadian Union of Postal Workers (CUPW). Canada Post is the country's 7th largest employer. Performance:
Canada Post is an excellent example of an organization that is well on their Lean Journey and that has successfully adopted quality and healthy workplace practices in order to improve themselves as a whole. Their results are a confirmation of this, providing inspiration for other organizations looking for a Roadmap to sustain excellence in their organizations. Location: Directions: . |
|
| Back to Programs 2005-2006 Page |
