Weir Canada, Inc. employs two training strategies - a Train the Trainer Session and an Awareness Session - and immediately applies the theory through targeted Kaizen (continuous improvement) events.

5-day Train the Trainer
This type of session is comprised of 3 days of theory and a 2-day event applying the training making a complete week long session. This session is primarily intended for Supervisors and Managers within Weir who are then expected to return to their respective facilities to pass on this knowledge by conducting Kaizen events with their staff.

3-day Awareness Session
This type of session is comprised of a 1-day awareness training and a 2-day event applying the training. All Weir Employees will or have already received this training, which includes, reduction of waste, customer lead-time reduction, cost reduction, flexible operations, continuous improvements, cultural awareness, value stream mapping, etc. This type of session is most successful when it involves a cross-functional group of line (production) and office staff. Both groups bring different perspectives to the learning and implementation process which allows for sharing of ideas, solidification of concepts and inventive implementation of agreed upon initiatives. Not only are these benefits reaped, but buy-in levels are higher due to the effort made and ownership taken of the entire cross-functional team which is brought back with them when they return to their cells/facilities .

Kaizen Events Utilized
Kaizen events are conducted after each training session and/or where we have a concern from either the employees or management. They range from a 3S (Sort, set in order, shine) to complete value stream mapping. Following Ford’s example, Weir conducts 8D or 8-disipline events, which are methods to ensure corrective actions, are properly completed. We have training and events specifically around escapes to customer due to quality control lapses.

Sharing Results
Sharing results of Kaizen events is believed to be an integral part of the continuous improvement process and as such Weir has put in places ways and means of sharing information between its global community as well as within the local centre where the improvement originated. One method to share locally is through storyboards another is via a power point presentations that are posted on the Weir PLC corporate intranet.

Objective Audits or Lean Assessment -
Success on Lean Initiatives is measured through a 77 question assessment document that encompasses all ten categories that Weir feels are important. They are - cultural awareness, workplace organization and visual management, standardized work, continuous improvement, on-time delivery, safety improvement and awareness, flexible operations, cycle time reduction, project management, and cost control and improvement. Each facility sets targets for the year and its performance is measured and then compared to the targets. This type of assessment provides the facility with a direction on where to concentrate their efforts for the coming year and provides Corporate with a high success/low success on implementation of lean principals, allowing them to establish corporate goals for the coming year .

Weir Services is North America's leading source of high performance engineered industrial, instrumentation and process control products, world class pumps and engineering and marine services.

Through our four operating units Weir Engineering Services, Weir Pumps Canada, Weir Process Equipment and Weir Marine Engineering, we offer value added products and services to the solution seeking market.

Serving customers in virtually every primary and secondary industry, from an infrastructure that includes two major distribution centers in the east and west, local sales stocking and service facilities in 12 regional offices, and 6 engineering service facilities in key markets, puts us ahead of the competition in meeting customer needs.

Our customers have access to experts in highly specialized technical fields who provide laboratory and on-site analysis, advanced research and design, and a sophisticated range of electronic component testing.

Andrew Carroll, Western Canada Regional Manager Quality/Lean Initiatives

With a background in materials management for the past 16 years I have developed and seen the benefits from lean initiatives first hand.

Working for companies such as Graco, Wajax, Torrington (Ingersoll-Rand), Image craft, and Weir Services I have applied lean to pumps, bearings, greeting cards and cellular manufacturing. I have received formal lean training with IR and Weir production system in Scotland.

As a Materials manager, being responsible for activities including; planning, scheduling, production, inventory, procurement, distribution, and automotive experience supplying tier 2 while working for Torrington (IR) I found lean helped us to constantly reduce annual budgets by five or more percent each year.

Some examples; reducing waste and increase efficiency with existing Staff, saved $260,000 conducting lean initiatives at Weir since 2004, improved customer order turnaround by 35%, inventory reductions of $1.5 million.

Weir Edmonton is a showcase for Weir North America, we formally launched lean and Kaizen events in May 2006, conducting more than 27 events and scored 80% on our objective assessment the highest in the Services division for North America.