“It shows the interrelationships with all of the groups in a way people can understand. The people closest to the factory floor understand it best because it is the work they do every day.”
Mike Innes
Abitibi-Price, Inc.
“We found that the game and the action teams created the needed excitement and commitment that was missing in our earlier attempt at Total Productive Maintenance.”
Jim Slaton
Phillips Chemical
“Small groups have been responsible for cost savings, reduction in downtime, improvements in direct pass rate and cycle-time reduction on equipment throughout the plant. One example is a 53% reduction in downtime and a 5% increase in run rate on a modular transfer machine.”
John Lightcap
Honda
“A cross functional Action Team pinpointed the root cause of a problem that was costing us at least $40,000 a year. What was amazing was that the team had a solution to this 4-month old problem within minutes.”
Winston Lakshman
PCS Trinidad
“A cross functional action team modified a bracket magazine, which was shutting down the line. Their efforts produced an annual savings of $45,000.”
Jim Dray
Whirlpool
“The Manufacturing Game® played a major role in improving throughput by 21% without spending any significant capital.”
Kirk Wolfinger
Whirlpool
“The game shows that the interconnection of the functions has a bearing on how we do our maintenance – we must all work together as a team, rather than doing our work separately. Seeing this has changed my whole approach.”
Jerry Leach
Maintenance Planner
“For a total investment of $5,000 an action team was able to eliminate $1.5 million per year in operating losses. This loss could have been eliminated years ago but for many reasons continued. It took a new way of thinking, based on The Manufacturing Game® Workshops, to release the creative energy to take action.”
Paul Monus
British Petroleum
“The impression that people have when they go to the game is sort of an “ah ha” experience. It really doesn’t teach anything that people who have a lot of experience in maintenance and operations don’t already know. It gives them a way to see a bird’s eye view of those things that they thought about but didn’t really know how to put their finger on. It gives them an opportunity to say, “See, this is what I have been trying to say all this time.”
Steve Smith, Principal Industrial Engineer
Eastman Chemical
“The Manufacturing Game® created the proper atmosphere for accomplishing the work. Our Action Teams found and eliminated over 100 defects. The savings in our area exceeded $2 Million”
Micky Logan
Eastman Chemical
“An Action Team of operators, mechanics and engineers found the root cause of our centrifuge problems, saving $150,000… and delivering $5MM additional throughput.”
GayEllen Stulp
Eli Lily
“After playing the game myself, I saw this as a powerful tool to help change the way we think and act about our business.”
Brian Johnson, Reliability Team Leader
Alyeska Pipeline Service Company
“The key thing that some of us woke up to was the idea of defects…the fact that they impact everything we do.”
Tommy Fagan
Weyerhaeuser
