Our Team is committed to Continuous Improvement of Industrial Construction & Fabrication Services
At RHC we don’t believe in remaining stagnant. We continually strive to improve in ways that benefit our customers, employees, and every individual who deals with our company. The suite of construction services we offer has evolved since our inception in 1977 to meet changing needs throughout the decades. That’s just one example of how we’ve improved. We employ an entire team whose job it is to use analytical tools like Lean, Six Sigma, and 5S to pinpoint areas in which we can improve. By using these process-improvement protocols as our guide, our continuous improvement team is responsible for overseeing these projects to make sure we’re providing the best service to customers and best work environment for employees.
All customers Benefit from these continuous improvement measures
Our dedicated Continuous Improvement team doesn’t just push paper and crunch numbers. They provide the following concrete services that have allowed our company to push the limits and boost our accomplishments month to month and year to year.
- Tracks customer surveys and acts on suggestions and recommendations as well as recognizes employees who are identified as going the extra mile.
- Performs productivity studies to gauge the effectiveness of the processes involved in a specific project, whenever a customer requests it.
- Develops key performance indicators to evaluate successes and identify areas that need improvement.
- Provides our customers with a workforce that has been trained to identify production waste and report it, ultimately saving customers time and money.
- Develops process flow maps and manages value streams to make sure that our efforts are being expended to maximize productivity.
We never stop looking for ways to improve
Yes, we have a dedicated Continuous Improvement Team, but every employee is a member of that team. Every team member is encouraged to submit COMMWIP and “Just Do It” cards. These cards are submitted to the CI team and local management who evaluate the suggestions for possible Kaizen opportunities or quick process changes that can be made to eliminate waste and increase production and safety. Over the years we have discovered the best most effective solutions come from the people closest to the work.
Each member of management has completed Six Sigma, Lean, and 5S training. Administrative employees are encouraged to make suggestions, identify and eliminate waste and defects, and implement efficiency-boosting opportunities identified through the Kaizen method. Everyone is involved in bettering the RHC experience. We use the formal Communicating Waste in Process lean-manufacturing protocol to boost efficiency throughout the entire organization.