Posted by Tom McDevitt on May 17, 2016 7:00:00 AM

As a company invested in continuous improvement, The Rose Corporation benefits daily from our own commitment to continuous improvement activities based upon an “everybody, every day” culture for change.  The industrial furnace sales team is executing its own, multi-stage continuous improvement activity that allows The Rose Corporation to improve and sustain activities that impact quality, price, and delivery for the multitude of parts sold to customers operating industrial furnaces and atmosphere generating equipment.

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Increase profits and improve cash flow with improved metal inventory management

Posted by Tom McDevitt on Apr 19, 2016 7:00:00 AM

We’ve recently implemented kanban systems here at The Rose.  Thermal oxidizer spare Parts and Mark Metals are benefiting from this new method of inventory management.  Kanban means “signal” in the Japanese language and as used in supply-chain management, kanban is a card or some other signal used to indicate demand for inventory replenishment.  A system built on kanban principles is a “pull” method of keeping inventories optimally stocked with parts and components when they are needed and in the right quantity.  As inventory is consumed through sales or production demand, an order for depleted inventory is immediately signaled by this kanban system.  The parts are replenished in a preset quantity and delivery cycle. 

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Kaizen Korner: How to save time setting up a vertical turning lathe

Posted by Tom McDevitt on Mar 17, 2016 8:00:00 AM

Rose Machinist, Bob Peck, implemented a Fast Track continuous improvement project at the 100” VTL (Vertical Turning Lathe).  Bob knows from experience it’s time consuming and difficult to set up his VTL for machining 46” (ID) and 71” (ID) split rings.  They’re heavy weldments and require considerable muscle to bump these rings into approximate position before using scales and squares to precisely locate and position the 180 degree opposed split-flanges; a critical, first step in machining these weldments.  But Bob saw an opportunity to improve this setup procedure and in the process, Bob improved safety at his machine and reduced by 30 minutes the setup time for 46” and 71” split rings. 

Even for a one-off part, a 30 minute setup time reduction is a big number, but multiply the 30 minutes savings across 60 units , the combined annual average production run for 46” and 71” split rings,  and Bob’s kaizen project generates a huge cycle time reduction  for these products.

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Celebrating a Company Culture of Continuous Improvement

Posted by Elaine McDevitt on Feb 22, 2016 8:03:33 AM


At the Rose Corporation, we believe that: In order to grow and maintain the vitality of a company, it is necessary to not just work in the business, but to also work ON the business. That’s why the awarding and celebrating of our annual continuous improvement awards is my favorite 30 minutes of the year!

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How to restore margins on manufacturing small-batch production runs in a built-to-order manufacturing value stream

Posted by Tom McDevitt on Jan 27, 2016 8:00:00 AM

Recently The Rose Corporation hosted the Pennsylvania Lean Thinking Network.  The theme of the day’s meeting was, The House of Change, a theme based upon Claes F Janssen early 70’s work, The Four Rooms of Change.

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