RAYMOND CELEBRATES 150,000 SUBMITTED KAIZENS
RAYMOND CELEBRATES 150,000 SUBMITTED KAIZENS
The goal of kaizen is to simultaneously strengthen processes to create increased customer value and developing associates — allowing them to remove frustration and provide more time in value creation. Kaizen is a critical component of RLM and fosters respect and teamwork, as well as creates a challenge and go-and-see mindset, within the organization.Intentional approach empowers associates to foster continuous improvement culture
有意识的方法赋予员工们培育持续改进文化的能力
GREENE, N.Y., Sept. 19, 2024 /PRNewswire/ -- The Raymond Corporation has hit a milestone in its mission to drive a culture of continuous improvement, as employees have reached their goal of filing over 150,000 kaizens. Previously in 2024, the Greene location celebrated operations hitting 100,000 submitted kaizens. Kaizen is based on the idea that small changes over time will result in significant improvements. Raymond has seen a positive shift in employee engagement since the 2006 introduction of the program plus the additions of functions in the corporate office; Muscatine, Iowa; and Syracuse, New York.
2024年9月19日--纽约州格林（GREENE, N.Y.）/美通社/--雷蒙德公司在推动持续改进文化的使命中达到了一个里程碑，员工们已经达到了递交超过15万个改善活动的目标。早在2024年，格林地点就庆祝运营部门递交了10万份改善活动。Kaizen基于一个概念，即随着时间的推移进行的小改变将带来显著的改进。自2006年推出该计划以来，雷蒙德公司看到了员工参与度的积极转变，并在企业办公室、爱荷华州马斯卡廷和纽约州雪城增设了功能。
"I am incredibly proud of our team's dedication to continuous improvement and the innovative spirit that propels us forward," said Michael Field, president and CEO, The Raymond Corporation. "Our monthly kaizen submissions are a testament to the hard work and creativity of our employees, reflecting our unwavering commitment to excellence in everything we do. I also want to acknowledge the invaluable support our Solutions and Support Centers provide to our customers and the continuous improvements they bring to their operations through implementation of Raymond Lean Management (RLM)."
“我对我们团队对持续改进的奉献精神以及推动我们不断前进的创新精神感到非常自豪，”雷蒙德公司总裁兼首席执行官迈克尔·菲尔德（Michael Field）表示。“我们每月提交的改善活动是员工辛勤工作和创造力的明证，反映了我们对我们所做的任何事情的卓越承诺。我还想感谢我们的解决方案和支持中心为我们的客户提供的宝贵支持，以及通过雷蒙德精益管理（RLM）的实施对他们的运营带来的持续改进。”
The goal of kaizen is to simultaneously strengthen processes to create increased customer value and developing associates — allowing them to remove frustration and provide more time in value creation. Kaizen is a critical component of RLM and fosters respect and teamwork, as well as creates a challenge and go-and-see mindset, within the organization.
Kaizen的目标是同时加强流程以创造增加的客户价值并培养员工，使他们摆脱挫折，提供更多的时间用于价值创造。Kaizen是RLm的一个关键组成部分，促进尊重和团队合作，并创造了挑战和观察的思维模式，在组织中产生了变革和以人为本的理念。
"Kaizen has played an instrumental role in developing our employees and fostering a culture of continuous improvement fueled by open communication," said Tony Topencik, vice president of operations, quality and EHS, The Raymond Corporation. "Kaizen empowers our employees who know the job best to openly communicate ideas to improve the work done in their department and the entire business."
“Kaizen在培养我们的员工和推动以开放沟通为特征的持续改进文化方面发挥了重要作用，”雷蒙德公司运营、质量和环境健康安全副总裁托尼·托彭西克（Tony Topencik）表示。“Kaizen赋予我们的员工，他们最了解工作的人，向改进他们所在部门及整个业务绩效提出改进建议的开放沟通能力。”
Since 2006, over 5,100 associates have submitted at least one kaizen. With nearly 60% of the workforce being with the company for less than five years, Raymond has found it is critical to engage associates early in their careers to create the continuous improvement mindset. With an 87% implementation rate, a kaizen in Raymond's corporate office has a median savings of 4.25 hours. Raymond utilizes the statistics from the kaizen program to further refine the company's continuous improvement journey. As an enterprise, Raymond celebrated 100,000 kaizens in September 2019 and currently has, on average, 865 kaizens submitted monthly.
自2006年以来，超过5100名员工至少提交了一个改善提案。几乎60%的员工工作时间不到五年，Raymond发现及早让员工参与工作对于培养持续改善的思维至关重要。在Raymond的企业办公室，有87%的改善提案得以实施，其中一个改善提案的中位数节省时间为4.25小时。Raymond利用改善提案计划的统计数据进一步完善公司的持续改善之旅。作为一个企业，Raymond在2019年9月庆祝了10万个改善提案，并目前每月平均提交865个改善提案。
"Based on our recent research, kaizen participation is the leading indicator for driving a culture of continuous improvement. It builds confidence with associates on being engaged and empowered to constantly improve our standards — therefore, creating more value for our customers," said Justin Sturek, continuous improvement manager, The Raymond Corporation. "We focus our efforts to coach, teach and develop all of our associates to refine their problem-solving capabilities so they are able to become fully proficient in their lean management journey."
“根据我们最近的研究，改善提案的参与是推动持续改善文化的主要指标。这可以增加员工对于积极参与和不断改善标准的信心，从而为我们的客户创造更多价值，” The Raymond Corporation 的持续改善经理Justin Sturek说道。“我们将精力集中在指导、教育和培养所有员工，以完善他们的问题解决能力，使他们能够在精益管理之旅中获得全面的熟练。”
Each month, Raymond leadership — with the goal of shining a light on employees' work — selects four implemented kaizens to highlight during a presentation by the submitters' direct supervisors. The submitters can talk about their work and receive special recognition.
每个月，Raymond的领导层会选择四个已实施的改善提案，在提交者的直接主管进行的演示中进行重点介绍，以彰显员工的工作。提交者可以谈论他们的工作并获得特别的认可。
"In order to foster a culture of continuous improvement, it is important that we celebrate it and bring visibility to excellence at every level of our organization. Monthly kaizen reviews and implemented kaizens provide us with a platform to recognize our team members who are dedicated to hard work, innovation and truly embody our culture of continuous improvement," said Dave Norton, vice president of customer solutions and support, The Raymond Corporation. "We want our employees to have a rewarding career in a culture in which they can feel trusted, respected and valued. Kaizens are just one way we ensure we are living up to this culture."
“为了培养持续改善的文化，重要的是我们要为它庆祝并在组织的每个层面上提高其可见度。每月的改善提案审查和已实施的改善提案为我们提供了一个平台，用来认可我们那些致力于努力工作、创新并真正体现我们不断改善文化的团队成员，” The Raymond Corporation 的客户解决方案与支持副总裁Dave Norton说。“我们希望员工可以在一个文化中获得有意义的职业生涯，其中他们可以感到受到信任、尊重和受到重视。改善提案只是我们确保我们实现这一文化的一种方式。”
To learn more about Raymond's continuous dedication to improvement or the Raymond Lean Management System, visit .
要了解更多关于雷蒙德持续改进或雷蒙德精益管理系统，请访问。
For more information or to locate an authorized Raymond Solutions and Support Center, visit or call 800-235-7200.
欲了解更多信息或查找授权的雷蒙德解决方案和支持中心，请访问，或致电800-235-7200。
About The Raymond Corporation
The Raymond Corporation, a member of the Toyota Industries family of companies, is a leading global provider of best-in-class material handling products and intelligent intralogistics solutions. Built on principles of innovation and continuous improvement for over 100 years, Raymond's integrated automation, telematics, virtual reality and advanced energy solutions provide ways to optimize operations and bring warehouse and distribution operations to a new level of performance. Raymond electric forklift trucks are engineered to achieve increased productivity and efficiency and are designed to provide ecological and economic benefits. Raymond delivers solutions to material handling and logistics markets in North America and globally. Combining operational excellence, award-winning innovation and world-class global customer support, we work together to run better, manage smarter and keep our customers always on. For more information, visit raymondcorp.com and follow us on Facebook, YouTube and LinkedIn.
关于雷蒙德公司
雷蒙德公司是丰田工业旗下公司之一，是全球领先的优质物料搬运产品和智能仓储物流解决方案的提供商。雷蒙德秉承创新和持续改进的原则已有100多年历史，其集成自动化、远程信息技术、虚拟现实和先进能源解决方案，提供了优化运营、提升仓储和分销业务绩效的途径。雷蒙德电动叉车经过精心设计，旨在提高生产效率和经济效益，并为生态和经济效益提供了设计。雷蒙德为北美和全球物料搬运和物流市场提供解决方案。结合卓越的运营能力、屡获殊荣的创新和世界级的全球客户支持，我们共同努力以获得更好的运营、更加智能的管理，始终让我们的客户保持领先地位。欲了解更多信息，请访问 raymondcorp.com ，并关注我们的Facebook、YouTube和LinkedIn。
Raymond is a U.S. trademark of The Raymond Corporation.
雷蒙德是雷蒙德公司的美国商标。
2024 The Raymond Corporation. All rights reserved.
2024雷蒙德公司。保留所有权利。
SOURCE The Raymond Corporation
来源：雷蒙德公司
