Vision company looks to the future
Steve Scheiber, Contributing Technical Editor -- Test & Measurement World, 2/1/2006
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| Kevin Maddy, president of RVSI Inspection. |
Maddy comes to RVSI Inspection not from within the electronics industry, but from major corporations such as Ford Motor Co. and United Technologies. To date, he has focused primarily on operational issues, including opening a spares depot in Asia to better support customers there and developing enhancements to improve product quality, reliability, and performance.
"My background is centered in the automotive and aerospace industries, where I managed manufacturing plants," said Maddy. "I understand the rigors of both low- and high-volume production. The situation is simply that our customers expect a quality product delivered on time at a competitive price—with no excuses. I intend to drive RVSI in that direction using lean manufacturing techniques and integrated product development. We will also listen carefully to our customers and work with them to meet their needs."
Maddy described "lean manufacturing" this way: "Lean manufacturing focuses on eliminating process waste, thereby improving customer satisfaction and operating margins. Also known as the 'Toyota Production System,' it has been around for nearly 80 years, yet only 10% of industry has adopted it. I have well over a decade of experience implementing it."
Changing business metricsMaddy continued, saying, "Quite frankly, to dramatically change business metrics, you have to dramatically change your production processes and support activities. These changes must include the way the organization thinks and acts throughout the entire value stream.
"Any business process consists of 95% waste, including overproduction, excessive inventory, excessive transportation, overprocessing, unnecessary motion, workers waiting, and quality problems. Waste adds to cost, lead times, and frustration, and reduces product quality. Customers are not willing to pay for it.
"Lean manufacturing also demands improving communications within the company. For example, every employee should know the status of key operating parameters—especially cash, profitability, and customer satisfaction. That knowledge helps everyone focus on the tasks at hand.
"Another way to improve communication is to locate production leadership, quality, and engineering on the shop floor together with the machine operator. Such proximity permits solving problems faster and more effectively.
"Employees become excited about getting involved and giving their input. They are more satisfied with their work and have a better attitude about themselves, their co-workers, and the company. I expect that with these techniques, we will achieve a repeatable 80% reduction in lead times within six months while our business grows and inventory shrinks."
When asked about his perceptions of RVSI Inspection, Maddy remarked, "I am impressed with the quality and capability of our company's products and their ability to meet customers' needs, and the people are skilled and know what needs to be done. The business outlook is excellent. We increased production rates by 100% from Q3 to Q4 last year, and we plan another 150% increase in 2006.
"The market is strong and I am very pleased by the confidence in us shown by our customers. We merely have to flawlessly deliver on our promises and commitments."
