Abstract
AbstractAccuRounds, a profitable, family‐run precision manufacturing subcontractor, began investigating lean techniques in the mid‐1990s, when its owners realized the company had to find ways to engage and empower its workforce if it was to not only weather the economic and technological challenges it faced, but also continue to grow and prosper. Despite being a subtier supplier without a product of its own, the firm captured a Northeast Shingo Prize Silver Medal for its achievements, and then used feedback from the judges to institute additional physical and operational changes, including value stream mapping and an employee bonus program. The resulting improvements in delivery, quality, and cost prove that even a contract manufacturer can reap great rewards from the diligent application of lean strategies. © 2011 Wiley Periodicals, Inc.
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