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Anderson-Negele how the structured efforts turn identified issues into targeted improvements.
A recent Shin Kaizen focused on highimpact manufacturing cells, where teams reconfigured layouts to improve productivity and champion quality.“ They redesigned those manufacturing cells using one-piece flow, standard work, and point of use material,” Lindsay notes. The changes improved both productivity and process stability. Quality outcomes remain central:“ Better flow in the cell actually drives better quality,” she adds.“ Reducing variation allows you to catch a potential concern earlier, which makes it easier and cheaper to fix.”
Digital tools increasingly support Anderson-Negele’ s internal operations and customer interfaces. The company has begun deploying generative AI across multiple functions, including manufacturing documentation and training.“ We’ ve got some early investments in generative
AI, and learned a few lessons along the way,” she shares.“ This is an initiative we’ re championing from the top down, and we’ re also encouraging the grassroots AI initiatives of our very talented team.”
The efforts align with product development planned for 2026.“ We have a couple of exciting new product introductions coming up,” Lindsay says.“ One is a brand-new technology, and the other is an offering in one of the industry’ s most important product categories.
“ We are building a business that can adapt, innovate, and perform consistently over time,” Lindsay concludes.“ This is an exciting moment for the organization. We have clarity on where we are going, discipline in how we execute, and a strong team committed to winning together.” ■
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