Continuous Improvement Initiatives Sample Clauses

Continuous Improvement Initiatives. Boeing and Seller agree to work together to identify continuous improvement initiatives which: A. Decrease Seller's costs by affecting the manufacturing and assembly process at Seller's facilities and Seller's subcontractor facilities; B. Reduce Boeing's product weight without impairing any essential functions or characteristics of the product; C. Produce a net reduction in the cost to Boeing of installation, operation, maintenance or production of the Product; and/or improve producibility, reliability, expected life, or maintainability of the Product. Proposed changes shall not impair any essential functions or characteristics of the Products or Tooling. 12.6.2.1 Submission of Cost Reduction Proposal Proposals shall be submitted to Boeing's Procurement Representative. Boeing shall not be liable for any delay in acting upon a proposal. Boeing's decision to accept, postpone, or reject any proposal shall be final. If there is a delay and the net result in savings no longer justifies the investment, Boeing and Seller will not be obligated to proceed with the initiative. Seller has the right to withdraw, in whole or in part, any proposal not accepted by Boeing within the time period specified in Seller's proposal. Seller shall submit, as a minimum, the following information with the proposal: A. Description of the difference between the existing requirement and the proposed change and the comparative advantage and disadvantages of each; B. The specific requirements which must be changed if the proposal is adopted; C. The cost savings and Seller's implementation costs; D. An implementation schedule, including need dates for any Boeing actions and the time by which a proposal must be approved so as to obtain the maximum cost reduction. Seller shall include with each proposal verifiable cost records and other data as required by Boeing for proposal review and analysis. Each party shall be responsible for its own implementation costs.

Continuous Improvement Initiatives. A system of continuous running of equipment to effectively utilise machine productivity is critical to continuous improvement. Continuous running will be achieved during shift overlaps as well as tea and lunch breaks. Plant & equipment will be maintained in optimal condition to support the continuous production requirements Employees support the introduction of continuous improvement initiatives, via Clause 12 Consultation, to monitor and provide targeted performance feedback to crews covering: • Standardised 7 minute shift handovers ensuring line running & production issues are communicated and addressed as part of normal shift. The parties commit, where issues occur on line, that the outgoing crew will stay behind to resolve the issue with the oncoming crew, on overtime by mutual agreement. The Standardised 7 minute shift handover begins 7 minutes prior to the shift start time. • Safety • HACCP • Maintenance • Continuous running during shift overlaps, tea and lunch breaks. • Improvements in labour flexibility that ensures continuous running of equipment, flexibility in range of duties within employees’ roles, short crew running and changes in roster patterns to meet business needs. Managers & employees will support the company to performance manage employees who regularly breach the standards set, Individual issues will be managed on a case by case basis to support employees to comply

Continuous Improvement Initiatives. The NSSC adopted Lean Six Sigma (L6S) as its formal approach and methodology for continuous improvement. The L6S approach to improving the performance of shared services processes is enabling the NSSC to transform service performance, enhance customer satisfaction, and improve the ―bottom line.‖ The emphasis on rigorously establishing and then aligning towards customer requirements is particularly significant for shared services. In order to reduce operational costs, the NSSC must introduce innovation and employ consistent processes to provide cost-effective services. During FY15, the NSSC will continue to employ innovation and continuous improvement methodologies to improve and enhance service experience as well as to identify cost drivers and other factors that drive the most efficient and cost effective methods for delivering services. Key areas of opportunity in FY15 include: (1) efforts to optimize IT Infrastructure support operations—ServiceNow Migration and NSAGR-1058-0005 Page 9 of 45 Data Center Virtualization, (2) Wide Area Work Flow (WAWF) e-Invoicing capability implementation within the accounts payable process, (3) leveraging the Enterprise Service Desk (ESD) investment by transitioning/integrating Center Help Desks, and (4) continuing to enhance the customer experience through greater use of mobile technologies. The NSSC Board of Directors (BOD) will be briefed during the regularly scheduled meetings on the implementation of specific continuous improvement activities that have reportable and/or validated results. Customers will be updated via normal NSSC communication channels (e.g., NSSC News, Center-deployed news articles, etc.).

Continuous Improvement Initiatives. 9.2.1 The parties to this Agreement are committed to genuinely identifying and implementing measures as a Team to improve productivity and efficiency at the facility during the life of this Agreement. 9.2.2 Specific measures to be considered as part of a broader agenda may include matters such as: To achieve within the life of this Agreement, a throughput of 25 pallets per person-hour worked on every shift. Improved Service Delivery. Flexible work patterns. Work Practice reviews Continuous service improvement processes. Minimisation of workers’ compensation costs etc. Work Practice Reviews, by means of active participation on the site’s continuous improvement team. 9.2.3 The Union and employees agree to co-operate in providing arrangements that are more flexible and savings, which complement the facilities, services, and customer requirements (such as eliminating Restrictive Work Practices). The collaborative approach will also involve future Agreement changes being in plain English.

Continuous Improvement Initiatives. The NSSC adopted Lean Six Sigma (L6S) as its formal approach and methodology for continuous improvement. The L6S approach to improving the performance of shared services processes is enabling the NSSC to transform service performance, enhance customer satisfaction, and improve the “bottom line.” The emphasis on rigorously establishing and then aligning towards customer requirements is particularly significant for shared services. In order to reduce operational costs, the NSSC must introduce innovation and employ consistent processes to provide cost-effective services. During FY16, the NSSC will continue to employ innovation and continuous improvement methodologies to improve and enhance service experience as well as to identify cost drivers and other factors that drive the most efficient and cost effective methods for delivering services. Key areas of opportunity in FY16 include: (1) efforts to optimize Information Technology (IT) Infrastructure support operations— ServiceNow Migration stabilization, ServiceNow enhancements for continuous service improvement, and Data Center optimization, (2) Wide Area Work Flow (WAWF) e-Invoicing capability implementation within the accounts payable process in partnership with the NEACC, (3) leveraging the Enterprise Service Desk (ESD) investment by transitioning/integrating Center Help Desks, (4) Simplified Acquisition Threshold (SAT) transition, and (5) continuing to enhance the customer experience through greater use of mobile technologies.

Continuous Improvement Initiatives. 9.2.1 The parties to this Agreement are committed to genuinely identifying and implementing measures as a Team to improve productivity and efficiency at the facility during the life of this Agreement. 9.2.2 Specific measures to be considered as part of a broader agenda may include matters such as: Improved Service Delivery. Flexible work patterns. Work Practice reviews Continuous service improvement processes. Minimisation of workers’ compensation costs etc. Work Practice Reviews, by means of active participation on the site’s continuous improvement team. The intent is "to achieve within the life of this agreement a site throughput of twenty (20) pallets per man-hour worked, in a given twenty four (24) hour period". Such period shall be measured from 06:30 on day one (1) until 06:30 on day two (2). Excluding public holidays. The formula being, Total pallet movements during the twenty four (24) hour period as derived from the Warehouse Management System, divided by the total number of man hours worked during the same twenty four (24) hour period as derived from the payroll system. 9.2.3 The Union and employees agree to co-operate in providing arrangements that are more flexible and savings, which complement the facilities, services, and customer requirements (such as eliminating Restrictive Work Practices). The collaborative approach will also involve future Agreement changes being in plain English.

Continuous Improvement Initiatives. (i) The parties to this Agreement agree that in order to develop a more efficient and productive enterprise it is necessary to create a co-operative work environment and appropriate consultative mechanisms. A Consultative Committee shall be established within the business to monitor progress being made towards the attainment of efficiency and productivity measures. (ii) Specific measures to be considered, as part of a broad agenda shall include matters such as improved service delivery and a safer working environment.

Continuous Improvement Initiatives