Testimonials | Cycle Time Management
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Testimonials

  • "Terrific progress is still being made. Over 50% of our employees are actively involved in cycle time reduction teams covering our total business cycle from order entry to shipping."

    Don Kivell, Plant Manager

  • “Mott’s profitably has grown because of the continuous improvement foundation provided by Cycle Time Management. This focus changed Mott from a Manufacturing to a Service company.”

    Bill Stover, P.Eng., Chairman/CEO

  • “CTM’s Program is about building a new culture throughout the company. It created an internal mechanism that got people together, allowed the group to start thinking, to throw out ideas. It started our journey of continuous improvement.”

    Bob Peacock, President

  • "...having our people understand the importance, scope and techniques involved in time-based business strategies and the basics of organizational change allowed us to move forward at a greatly accelerated rate"

    Andrew Reko, Director of Manufacturing
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The CTM process is a proven methodology with great success.

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  • "....the CTM overview and awareness program put everything into perspective. Until then we were doing a lot of changing that was not in context, or within an overall framework of thinking. When our team members became much more aware of how all the issues and parts were connected we were able to achieve a lot more, a lot faster"

    Jim Braun, CTM Coordinator

  • "...in order to respond to our prestigious customer base, which includes Caterpillar, John Deere, and Gardner-Denver, we had to dramatically improve our Cycle Time in all areas of our company. CTM's practical hands-on process helped facilitate change in our new product introduction, our ability to turn around prototypes and our production throughput. The result has been simply greater marketshare."

    Bill Morton, President

  • "...we have set a target to reduce our new product introduction cycle time by one third, and the CTM programs have helped us streamline the necessary communications between the engineering, manufacturing and marketing teams that builds the foundation and capability to achieve our goal."

    Philip Halt, Senior Director of Product Marketing

  • "...we realized that we must improve our proactive approach to the new product development process, and with over 5000 products we had our work cut out for us. Several of our customers require that we develop products 3 years in advance. The CTM approach has given us a strong starting point"

    Lynn Roney, Manager, Advanced Technology

  • "...our Point Meetings are about employees driven by employees. Employees found out early in the process that they could allocate responsibilities for their concerns, and therefore, supervision didn't have to attend all the meetings."

    Donnie Gray, Production Supervisor

  • "...Point Meetings are one of the most effective means of involving front-line people in the process, we are able to get such issues as health, safety, critical control points, and inter-shift problems right out in the open and get response from management much more quickly".

    Kit Staley

  • "We installed a process, a methodology, that allowed our own people to implement significant change - holistic, sustainable change that is making us even more responsive, flexible and competitive. We knew we had the capability. But, what we didn't have was a comprehensive implementation process that could make change happen. That's what we got with the CTM Process."

    Bill Grote, President

  • "If you do not have an implementation process that guides, assists, and fully facilitates new learning into your company, then sooner or later you will get stuck. It requires a means of coordinating and balancing all the issues, activities, and people - holistically. The CTM Process is a proven methodology that provides anyone in the organization with the capability to implement change."

    Brian Bennett, Senior Vice-President

  • "We went through a whole series of changes, educational programs and new concepts, and still had to keep our day-to-day operation running full tilt. It wasn't easy, but if we had not had a clearly defined implementation process we would not have had the success we did. In fact, our continuous improvement would have ground to a halt."

    Douglas Cakebread, General Manager

  • "In less than three months our teams not only came up with major changes and improvements, but we were able to implement them with minimal disruption."

    Jim Gilbert

  • "The CTM process has created an atmosphere of cooperation that we could never have achieved by ourselves."

    Kenneth Pagel, Senior Vice-President, Finance

  • "...our Pull System Design Team made a quantum leap forward after embedding the CTM principles into our operation"

    Jim Gilbert, Morton Metalcraft

  • "...the Pull System simulation, plus the on-floor application of the lessons we learned in the workshop really helped us to dramatically accelerate the implementation of the new system"

    Bill Grote, President

  • "...An effective TPM process is vital for any company determined to succeed with its continuous improvement enterprise"

    Lynton Barnett, Corporate Manager

  • "...Implementing our TPM pilot gave us a real-life, hands-on tool for the understanding of the intricate interdependencies of the functions of production, quality, engineering and maintenance; hence, the need for them to work in synergy"

    Ivor Jones, TPM Coordinator

  • "The CTM tools, from Organizational Mapping to Cost-Time Profiles, allowed us to clearly identify our problems and opportunities and definitively set out what we had to achieve, and then calculate our performance against our goals"

    Kit Staley, Manager of Manufacturing Systems

  • It was very important that we understood our new role, and how to communicate and apply the basics of continuous improvement to day-to-day decision-making and problem-solving. This really helped involve and motivate more people in our improvement process. The CTM course helped all of us move to the new supervisory role and has raised our confidence and cross functional team spirit."

    Donnie Gray, Supervisor

  • "Without reducing our process equipment changeovers in our feeder-lines into general assembly, we would not have eliminated production bottlenecks or have achieved the flexibility required to support our customers. CTM helped us focus and provided us with the specific skills to reduce our changeovers and work towards our lower inventory goals"

    Jim Braun, VP Manufacturing
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  • "It was only after we focused on Changeover Reduction and reduced our non-linearity in our wiener fill area, that we managed to improve the flexibility and capacity for the summer season and meet our customers' peak demands."

    Brian Keller, Continuous Improvement Coordinator

  • "Changeover Reduction was one of the very first things we did with CTM Inc.'s help to reduce our bottlenecks and meet our production demands."

    Jim Gilbert

  • "Supply partnering became an important component of our overall Evolution Plan. CTM helped us develop the understanding of the main elements of Supply Partnership so that our own people could launch the overall Supply Management Program.”

    Jim Braun, V-P Operations

  • "...our Problem Solving tools have helped our employees take on the improvement process challenge. We found out early in the process that they could apply a practical set of tools to not only solve day to day problems but also to focus on the whole business improvement philosophy"

    Donnie Gray, Production Supervisor

  • "...Problem Solving techniques are one of the most effective means of involving the shop floor people in our improvement effort. We were able to get such issues as health, safety, critical control points and inter-shift problems right out in the open and get positive solutions much quicker”

    Kit Staley