You're Only As Strong As Your Weakest Link
Stuart L. Slippen's Page
Profile Information
- Professional Bio
- Professional Experience and Successes
Stu is a strategically oriented Business Process Management (BPM) and Supply Chain Management (SCM) executive. He is recognized for his work with companies facing cost, inventory, and other operational issues and has developed a reputation for team building, providing solutions for difficult situations, and delivering the promised results. Stu’s business and consulting career spans more than forty years of successful BPM and SCM activities, having served as Corporate Vice President, Director Plant Operations, General Manager, Global Supply Chain Manager and as an Independent Consultant to various companies ranging from start-up to $6.5 billion
Operational Restructuring & Continual Improvements
As VP and Consultant at TODD Industries in Dallas, TX he was directly responsible for the development of best practices metrics and the implementation of lean, six sigma continual improvement practices in all departments and he was the program manager responsible for the successful implementation of ISO 9002
As a VP/Director Plant Operations and Consultant to KP Kelley Industries he was directly responsible for the implementation of process changes in more than 100 independent low volume (job shop) work cells which resulted in an average capacity increase per hour in each work cell of from 35% of capacity to 85% of capacity in an eight hour shift
Team Building & Leadership
Recruited and developed two highly successful teams for Radix Technology in Austin, TX: the Engineering Team that designed and developed security touch pads in less than two months for commercial and residential facilities and the Manufacturing Team that produced products for ultimate consumption in less than four months from prototype approvals. This enabled the Company to achieve a profitable status after only 10 months of operations
At Refinish, Ft. Worth, TX, he was responsible for the turn around of an underperforming supply chain team through a complete redesign of processes and performance metrics, and employee development, mentoring and empowerment. Product acceptance by customers went from zero to 100% in less than 30 days
Supply Chain Optimization
As a strategic planning and product manufacturing Consultant he developed production processes and procedures at two (2) successful start-up, high technology companies; one a semiconductor design and manufacturing company in PA (Molecular Sciences Incorporated), and the other an assembler of high speed data transmission systems in TX (Radix Technology)
Utilizing work simplification techniques, he developed high volume production of Thermoelectric (TE) Modules utilizing semi-automated equipment for Marlow Industries in Dallas, TX
Global Sourcing, Supplier Development & Bottom-line Growth
As Global Supply Chain Manager for various companies he saved more than $60,000,000 using Vendor Relationship Management (VRM), Just in Time (JIT) and Total Productive Maintenance (TPM) techniques to reduce inventories, eliminate quality issues, and reduce external and internal lead times, while improving customer satisfaction
Selected by a U. S. semiconductor manufacturing company as Program Manager to develop alternate sources of CMOS capability in Japan. Using the resources of two Japanese semiconductor companies this program was successfully completed on schedule, within budget and generated $9,000,000 of quarterly revenue to the division
Stuart L. Slippen's Blog
Kaizen & Growing Your People
Add value to the organization by developing your people and partners
1.Grow leaders who thoroughly understand the work, live the Kaizen philosophy, and teach it to others.
2.Develop exceptional people and Kaizen teams who follow your company's philosophy.
3.Respect your extended network of partners and suppliers by challenging them and helping them improve using Kaizen methods.
1.Grow leaders who thoroughly understand the work, live the Kaizen philosophy, and teach it to others.
2.Develop exceptional people and Kaizen teams who follow your company's philosophy.
3.Respect your extended network of partners and suppliers by challenging them and helping them improve using Kaizen methods.
Posted on January 28, 2009 at 5:26pm —
The relentless pursuit of Kaizen
Continuously solving root problems drives organizational learning
1.Go and see for yourself to thoroughly understand the situation (Genchi Genbutsu)
2.Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly;
3.Become a learning organization through relentless reflection (Hansei) and continuous improvement (Kaizen).
1.Go and see for yourself to thoroughly understand the situation (Genchi Genbutsu)
2.Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly;
3.Become a learning organization through relentless reflection (Hansei) and continuous improvement (Kaizen).
Posted on January 28, 2009 at 5:23pm —
Kaizen & Taking Risks
"Be Prepared"
Sound familiar?
It's the Boy Scouts "marching song".
Using the Kaizen methodology as outlined in a previous blog entry lets you "be prepared".
Walking in stupid every day - challenging yourself, seeking new perspectives, trying out new ideas - can be daunting. Uncertainty can cloud judgment and fear can stop us in our tracks. Here are 5 tips to help you, your team, your organization take risks without falling off the cliff.
1. Do your homework.
You need to know as much as possible… Continue
Sound familiar?
It's the Boy Scouts "marching song".
Using the Kaizen methodology as outlined in a previous blog entry lets you "be prepared".
Walking in stupid every day - challenging yourself, seeking new perspectives, trying out new ideas - can be daunting. Uncertainty can cloud judgment and fear can stop us in our tracks. Here are 5 tips to help you, your team, your organization take risks without falling off the cliff.
1. Do your homework.
You need to know as much as possible… Continue
Posted on January 28, 2009 at 5:12pm —
Kaizen Works Best
Kaizen events work best when the process is easy to understand; is highly visible and satisfies a business need; is a stable, repeatable process, and resources are available to focus on the problem(s) you're trying to solve. Kaizen Events should not turn into brainstorming sessions. It is imperative that the leader of the Kaizen event develop a very structured agenda with objectives and defined deliverables. Having a charter would also help. Assembling as much information about the process befor… Continue
Posted on January 28, 2009 at 5:04pm —
Kaizen & Conclusions
I like the comment attributed to Will Rogers about "It's not what you don't know that's the problem, it's what you know that just ain't so." Even though we are human, getting trapped in such assumptions is particularly dangerous for many consultants. How can we avoid making these mistakes? By using the steps of the Kaizen method previously posted. It's as simple as that.
Posted on January 28, 2009 at 4:50pm —
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