Implementing Continuous Improvement to Optimize Your Operations

Driving Operational Excellence Through Continuous Improvement

Operational efficiency is a necessity in today’s dynamic business landscape. Carolina Handling’s Continuous Improvement team is at the forefront of helping organizations identify inefficiencies, streamline operations and build a sustainable culture of progress.

“Any customer that’s struggling or has pain points in their process, or is really experiencing inefficiencies, we can provide a partnership and help them work through those challenges,” said Woody Paschal, Continuous Improvement Lead at Carolina Handling.

Understanding Continuous Improvement

Carolina Handling’s Continuous Improvement department was created to help customers identify and implement process improvements.

“My role is to partner with both our internal customers, associates and external customers to support and help identify any opportunities for improvement on a day-in-day-out basis. We try to provide support and backup to any of our internal departments as they work through projects or process improvements. And now we’re taking that to our external customers as well,” Paschal said.

Paschal said Raymond Lean Management (RLM) is at the core of the Continuous Improvement teams’ philosophy. Built on the proven foundation and principles of the Toyota Production System (TPS), the RLM program combines tailored training, collaboration and consultation.

“It’s a mindset, a philosophy and different tools that you can apply to your operations to function as lean and efficiently as possible,” Paschal said.

The Raymond Lean Management (RLM) System Aims To:

Reduce defects
Foster continuous improvement
Improve morale and employee retention
Strengthen workplace culture
Improve quality
Improve on-time delivery performance
Enhance workplace efficiency
Reduce employee training time
Strengthen customer partnerships

Why Continuous Improvement Matters

As more companies embrace automation, it is critical to eliminate wasteful steps and allocate resources correctly to optimize operations. Paschal said lean management improvements result in improved customer service, more efficient business operations and increased profitability. In warehousing facilities, even small enhancements in productivity and efficiency can have a significant impact on the bottom line.

“A lean company increases profitability by reducing and eliminating wasteful tasks, products and activities within its business. Lean does not mean blindly cutting costs but instead focuses on working smarter and efficiently by reducing rework, eliminating process and product defects, shortening lead times and reducing inventory and space costs,” said Ashley Watkins, Continuous Improvement Manager at Carolina Handling.

“We put a lot of our focus on making sure that the processes are optimized on the front end, so that not only are we recommending the correct solutions, we're also ensuring that the current solutions are utilized effectively, and what we’re proposing is truly what the customer needs,” Paschal said.

“There's a great analogy that talks about going out to a field to play baseball. If you don't have lines and if there are no rules and no set player responsibilities, how are you going to play baseball? So lean does that. Lean creates the rules. Lean puts the lines out there. Lean assigns responsibilities to the different bases. It’s setting up your playing field to play the game fairly and to win,” said Louise Preston, Continuous Improvement Lead at Carolina Handling.

“It’s trying to remove waste from a process, trying to reduce defects in your products and giving a purpose and a place for items in your facilities,” Preston said.

Benchmarking for Best Practices

Before implementing changes, the Continuous Improvement team conducts an initial intralogistics lean assessment of a facility or process. The assessment aims to evaluate the current conditions and identify and document areas of opportunity for improvement.

“We go in with a fresh set of eyes, and we’re going to look at things with a new perspective because we don't know those operations and we're not in that facility every day,” Paschal said.

Root Cause Analysis Techniques

One of the team’s key techniques is asking the right questions.

“I try to be as curious as possible, and I try to ask as many questions as I can. I want to get a true understanding of not only what they're doing, but why they're doing it that way,” Paschal said.

This curiosity drives the use of root cause analysis tools like the ‘5 Whys’ to uncover and address reasons behind a problem.

“Sometimes the customer may have an idea that they need a certain solution, but then we dig into a process and we may realize that wasn’t the most effective solution. Raymond Lean Management (RLM) is the veins. All of your different solutions, your lifts, your automation, your conveyor, your racking, those are the organs. But your veins and your arteries, how those things are connected, how the materials flow, that's RLM. That's your processes, that’s the different ways material flows through your warehouse. And we work to make sure they are connected and working effectively,” Paschal said.

Change Management Strategies

A staple of Carolina Handling service technicians in shops and in the field, 5S is a five-step methodology for creating a more productive and organized workspace. The system focuses on putting everything where it belongs and keeping the workplace clean. Here are the five steps for 5S:

Sort. Remove unnecessary items and arrange the remaining items in a logical and systematic way.
Set in Order. Place tools, equipment and materials in optimal locations to maximize accessibility and prevent accidents.
Shine. Keep tools, equipment and machinery clean to create a safe and waste-free work environment.
Standardize. Develop and implement standards for maintaining the sorting, organizing and cleanliness procedures.
Sustain. Remove any obstacles that hinder productivity.

“A good 5S condition reduces stress, confusion and frustration for Associates. It’s not just about the workplace, but the Associate experience. 5S reduces waiting and search time for Associates as they are equipped with their required tools, information or files faster. 5S reduces rework and errors for Associates by providing them with the appropriate amount of space, standard work and tools needed to complete their daily tasks. Overall, though, investing in your facility’s 5S condition shows a respect for your people and their well-being,” Watkins said.

In-Person Lean Training and Development Programs

Taught at the customer’s location or a Carolina Handling branch, this training is designed to educate your associates on foundational lean principles and to assist in the realistic application of lean within manufacturing, warehousing or shop environments to enhance operational efficiency. These hands-on engagements will empower your associates and leadership teams and help build skills to sustain improvements over the long term. Courses include:

5S Methodology (Sort, Set in Order, Shine, Standardize, Sustain)

Waste Identification and Reduction
Standardization and Visual Management
Kaizen & Defect Tracking and Management

Why Choose Carolina Handling?

When Carolina Handling’s Continuous Improvement team walks into your facility, they bring more than just expertise, they bring partnership.

“We want them to feel confident in what we know. We want them to feel confident that we truly care. We want to learn what they do, we want to feel their pain points, and, one step at a time, we want to make it better for them,” Preston said.

Ready to Get Lean?

Whether you’re facing bottlenecks, quality issues, or simply want to operate more efficiently, Carolina Handling’s Continuous Improvement team is ready to help.