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Significant Benefits Through Lean Six Sigma Training
With the help of: Kansas Manufacturing Solutions
About
Established in 1951 by Abe, Morris, and Herb Brenner, Amarr is one of the world’s leading brands in design, manufacture, and distribution of sectional garage doors for both residential and commercial markets. With all products proudly made in the USA, Amarr has a legacy of innovation, quality design, and sustainability. Amarr operates over 60 Door Centers in the US, Canada, and Mexico. Amarr has three manufacturing plants. There are two manufacturing facilities in Lawrence and Shawnee, Kansas, and a third in Mocksville, North Carolina. Amarr garage doors also are sold by America’s leading retailers, including Costco Warehouses, and, under private label, at Sears.
The Challenge
Amarr was grappling with significant operational challenges that impacted its overall performance and efficiency, including pervasive inefficiencies and disorganization, which obstructed smooth operations, and a lack of data-driven decision-making, leaving strategic choices uninformed. Also, the company suffered from extensive machine downtime and unaddressed quality issues. The company was experiencing high employee turnover and retention with a staggering rate of rehiring—200 employees for only 60 positions within a year—highlighting employee satisfaction and workforce stability issues.
Kansas Manufacturing Solutions helped us with continuous improvement training, and it turned things around here. Their expertise helped our team sharpen their skills and think differently about our processes, boosting productivity across the board. We're seeing less waste and more efficiency, and our folks are more motivated than ever. It's been a huge boost for our growth.
MEP's Role
Kansas Manufacturing Solutions, part of the MEP National Network™, embarked on a strategic initiative to enhance operational excellence by offering a series of Lean Six Sigma training sessions. A significant number of employees engaged in a Lean Six Sigma introductory class, which was conducted across four separate dates. Each one-day session lasted between 6 and 7 hours, providing a solid foundation in Lean Six Sigma principles.
Several employees took part in more advanced training programs. The Green Belt Course, spanning three full-day sessions over three weeks, included comprehensive training and homework. Similarly, the Black Belt Training was conducted over three weeks, with classes held one day per week for 6-7 hours. To achieve either Green or Black Belt certification, participants were required to successfully complete a Lean Six Sigma project. This included thorough documentation and presentation, along with passing a proctored general knowledge test, ensuring a deep understanding and practical application of Lean Six Sigma methodologies.