When Whirlpool Corp.’s Findlay Operations began its World Class Manufacturing (WCM) journey in 2018, the effort was envisioned as a standardized way to drive out waste and loss while keeping their customers in mind.
In March, the Whirlpool team welcomed guests for the Manufacturing Leadership Council’s sold-out tour of the company’s Findlay, Ohio, factory, where visitors learned about the WCM methodology, witnessed the facility in action, and heard directly from company leaders. The visit included information about automation efforts, sustainability programs, training programs, data collection and use, maintenance procedures, and kaizen and other continuous improvement processes.
The nearly 2,200 employees at the Findlay facility manufacture thousands of dishwashers each day including stainless steel and plastic tub varieties. The factory first opened in 1967 and has seen several additions, growing its footprint to one million square feet today. It is one of five Whirlpool manufacturing centers in Ohio and among 56 manufacturing and technology centers worldwide. In 2022, Whirlpool recorded $19.7 billion in net sales.
About World Class Manufacturing: Whirlpool Corp.’s Findlay Operations transitioned from a system based on the Toyota Production System to WCM in 2018. WCM features 10 Technical Pillars that are built on top of 10 Managerial Pillars. Both are essential to achieve WCM status. WCM’s primary goal is to increase quality while reducing production costs. The operating model focuses on driving out waste and loss by demonstrating successful pilot processes that are then spread broadly via standardization.
The WCM audit system has revealed significant progress at Whirlpool, Findlay Operations. Two times per year, the plant is audited by external parties to assess their progress against the WCM methodology. As pillars progress and meet specific criteria, they are awarded points. In the fall of 2022, the Findlay plant scored 53 points during their WCM audit. A score of 50 or more results in being awarded the Bronze-level award for WCM. The next milestone is at 60 points which is a Silver-level award. This scoring is standard for those using the WCM methodology.
What They Saw: For the nearly 100 MLC attendees, the highlight was seeing Whirlpool Corp.’s operation in action.
To make their way around the bustling factory, attendees were broken into seven tour groups, each named after a Whirlpool brand: Maytag, KitchenAid, Amana, JennAir, Swash, Gladiator, and the flagship brand Whirlpool.
During the seven-stop journey, tour leaders shared concrete examples of how standard work is put into practice and how continuous improvement, Kaizen activities and the Plan-Do-Check-Act (PDCA) cycle affect processes and help the company balance safety, quality, and costs. In fact, at the Workplace Organization stop, participants learned how the plant’s Kaizens have saved the plant millions of dollars since 2019.
Along the route, participants saw Automated Guided Vehicles (AGVs) deliver supplies to workstations and heard from tour leaders and frontline leaders. At one stop, guests learned how flipping the dish rack when installing rack clips had saved time, avoided awkward hand and head angles, and decreased worker frustration. Elsewhere, a new lever – 3D printed on site – allowed workers to reduce the force necessary to install the dishwashers’ sump pumps, resulting in a five-year period without a reportable incident and two years without any first aid incidents.
At yet another tour stop visitors saw an automated cell completing a foam-in-place process featuring a robot that has run millions of cycles to date. The company uses automation like this to avoid the 3Ds: tasks that are dull, dirty, or dangerous. Automation allows the company to avoid these 3Ds while providing safer and more interesting work to take place.
Off the factory floor, tour stops included a visit to the Compass Room where data on every machine and process is analyzed so the company can ensure safety and quality while reducing waste. The room provides a place for company leaders to look at the full picture, tie waste back to its root cause, and figure out priorities to address the top losses. From there, the groups also stopped for an overview of the company’s sustainability efforts, which include a pledge to achieve net zero by 2030 with the help of two on-premises wind turbines.
Finally, tour groups visited the Manufacturing Training Area (MTA) where the company demonstrated the training process that employees go through to learn new skills or brush up on existing capabilities. Every new hire starts their Whirlpool experience in Findlay’s MTA. In this training area, staff assess employees and then assign them to stations on the factory floor where they can operate safely and efficiently while measuring up to Whirlpool’s quality standard. To avoid monotony and repetitive stress injuries, Whirlpool workers each have at least three jobs they can do in the factory. Each worker rotates his or her position on the line to undertake these approved job functions during each shift. In fact, some workers are certified in as many as nine frontline jobs.
Diving Deeper During Breakouts and An Expert Panel: The plant tour concluded with three breakout sessions followed by an open question and answer session with Whirlpool leaders. The breakouts allowed participants to learn more and ask questions about WCM, the Kaizen Management System, or MTA and People Development.
The tour contingent reconvened for an expert panel moderated by David R. Brousell, MLC’s co-founder and executive director. During a lively session, participants were able to pick the brains of some of Whirlpool’s brightest minds including Kristin Day, Findlay Operations Plant Leader; Ramsey Aljahmi, Operations Excellence Lead, NAR; Scot Blommel, Senior Manager, Global Sustainability; and Brent Schnipke, Ottawa Operations Plant Leader.
Award-Winning Leaders: There is no shortage of industry expertise and award-winning talent at Whirlpool’s Findlay plant. Kristin Day was recognized as a 2020 STEP Ahead Honoree by the Manufacturing Institute (MI), the nonprofit workforce development and education partner of the National Association of Manufacturers, MLC’s parent. Additionally, Industrial Engineering Manager, Tyra Woodruff, was honored with a STEP Ahead award in 2022, while Amy Doroff, Senior Manager, Material Control and Logistics, was honored as an MI Emerging Leader that same year. Now called the Women MAKE America Awards, the program recognizes women who have achieved success within their companies and proven to be leaders throughout the entire industry. MI’s Emerging Leaders are young women who have demonstrated exceptional accomplishments as they begin their careers.
MLC’s next plant tour will be at The Hershey Company on May 1-2. For more information about upcoming MLC plant tours: https://www.manufacturingleadershipcouncil.com/event/plant-tours/