Memorex 2006 Annual Report Download - page 10

{8} Imation Annual Report
an experienced worldwide organization
focused on execution and results
With the acquisition of Memorex, 53 percent of our sales in 2006 were
in the Americas. From established markets like those in the U.S. and
Western Europe, to emerging opportunities in Eastern Europe, Latin
America and Asia-Pacific, Imation has a solid platform for growth. Our
“global footprint,” including experienced sales, marketing, distribution
and technical support enables us to rapidly introduce new products
either regionally or globally.
OPERATIONAL EXCELLENCE – GOING LEAN
In 2006, Imation accelerated a company-wide initiative to deploy
lean enterprise principles across manufacturing and key business
functions. Lean principles are based on maximizing speed, quality
and responsiveness, while reducing waste and achieving competitive
cost. This effort continues as we make “lean” a way of life at
Imation, from our back offices to our manufacturing plants.
Employee involvement in lean has grown as nearly 1,000 employees
participated in more than 190 lean activities. This company-wide
involvement has allowed employees to see the direct benefits of
their efforts. Through lean activities, tens of thousands of employee
hours were freed up from unnecessary, non-value-adding tasks and
made available for value-added work. The resulting cost savings have
been significant as well.
CAMARILLO PLANT RECORDS LEAN RESULTS
Our Camarillo, California manufacturing facility took a tremendous
step forward in lean initiatives during 2006. In a manufacturing plant,
even seemingly insignificant processes can add up to unnecessary
waste – and cost. These wastes can include over-production, waiting
time between steps in a production process, unnecessary movement
of materials around the plant, poorly designed production processes,
production of extra inventory, unnecessary motion at a process step,
and defects that result in scrapped material and lost or wasted time.
Teams of Camarillo employees held kaizen events to concentrate
on these seven areas. As they saw the results, participants became
enthusiastic advocates for lean principles. The site inventory turns
improved, lead time on orders decreased to three days and on-time
shipments improved to 99 percent – while time lost due to injury
decreased dramatically.