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Ten Stucki employees completed continuous improvement (CI) practitioner training in June, bringing to 58 the total number of company leaders who have taken the course over the past 18 months.

One of the goals of the training is to help employees “gain the knowledge and hands-on experience needed to drive improvements across the company,” said MIKE WALL, continuous improvement coach at Stucki.

The course covers principles of continuous improvement such as lean thinking, problem solving, team development and the importance of “value-added” activities, which eliminate waste and increase the worth of a product or service from the customer’s perspective.

The June class tallied the second-highest score on the now legendary paper airplane simulation exercise that is used in each training session. Participants are asked to produce paper airplanes – with no defects and within designated periods of time – using continuous improvement tools and concepts.

After completing the course, students are expected to demonstrate the ability to lead teams through a number of CI processes and facilitate team activities at their respective locations.

According to Mike, the training will help make processes safer and easier to perform, resulting in better quality and faster service for customers at a lower cost

“This training is a game-changer for Stucki,” said CEO JOHN O’BRYAN, who completed the course earlier this year. “The eventual return on our investment will come from each of us applying the training to our work areas until it becomes the standard for how we operate as a company.”

Pictured Above:

That’s not a peace sign Stuck’s recent CI course participants are displaying. It’s a “two,” for having achieved the second-best score to date on a paper-airplane-building exercise that is part of each training session. Strutting their simulation stuff are (from left): Ramon Reynaga, James Grow, Adam Schulz, Timothy Kuni, Frank Farley, Nick Ergon, Sammi Poploski, Dwayne Goulsby, Carson Wall, Mike Wall (instructor) and Paulina Nunez.

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