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Terry Spalding

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    INDUSTRYWEEK'S BEST PLANTS PROFILE -- Maytag Jackson... - [Cached Version]
    Published on: 2/19/2004    Last Visited: 9/30/2004  

    Benchmarking Contact: Terry Spalding, director of manufacturing, 731/927-9787, tspald@maytag.com He's the picture of dejection.
    ...
    That it was only temporary, says Director of Manufacturing Terry Spalding, is thanks in large part to the comprehensive tools of continuous improvement that are woven into the fabric of the Tennessee plant.
    ...
    "It was really the first feeling of defeat that Jackson had had," Spalding says.

    What happened?
    ...
    In short, "the process failed," Spalding says.
    ...
    And as kaizen events based on employee suggestions proved successful, "teams' morale improved because we listened to them," Spalding says.

    "Without [our continuous improvement tools] we probably wouldn't have gotten out of that horrible launch that quickly," notes Spalding.
    ...
    Spalding says the lessons learned from the launch of the plastic tall tub platform bore fruit in the launch of the stainless steel version of the tall tub platform."We were able to take some of the LeanSigma concepts to the design phase of" the stainless steel launch, which occurred about a year and a half after the plastic introduction."We didn't see nearly the problems with stainless steel that we saw with plastic," he reports.This despite the increased complexity of the stainless steel tub, Spalding adds.

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    IndustryWeek : Lonely At The Top: IW Best Plants... - [Cached Version]
    Published on: 10/1/2004    Last Visited: 2/27/2005  

    Benchmarking Contact: Terry Spalding, director of manufacturing, 731/927-9787, tspald@maytag.com

    He's the picture of dejection.
    ...
    That it was only temporary, says Director of Manufacturing Terry Spalding, is thanks in large part to the comprehensive tools of continuous improvement that are woven into the fabric of the Tennessee plant.
    ...
    "It was really the first feeling of defeat that Jackson had had," Spalding says.

    What happened?
    ...
    In short, "the process failed," Spalding says.
    ...
    And as kaizen events based on employee suggestions proved successful, "teams' morale improved because we listened to them," Spalding says.

    "Without [our continuous improvement tools] we probably wouldn't have gotten out of that horrible launch that quickly," notes Spalding.
    ...
    Spalding says the lessons learned from the launch of the plastic tall tub platform bore fruit in the launch of the stainless steel version of the tall tub platform."We were able to take some of the LeanSigma concepts to the design phase of" the stainless steel launch, which occurred about a year and a half after the plastic introduction."We didn't see nearly the problems with stainless steel that we saw with plastic," he reports.This despite the increased complexity of the stainless steel tub, Spalding adds.

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