Sheron Liss, Total Industrial Engineering
Reduced cost in purchasing material

William Gibbs, Condenser 5
Reinforced robot arms for added strength

Kevin Thompson, Multi-stage Evaporator 3
Created map of conveyer stations for easy locating

Kim Borgman, Heater Core Braze/Helium
Initiated repair system for capsule cores

Steven Farmer, Aluminum Radiator 2
Developed manuals for trouble shooting product defects

Diana Burke, Heater Core Braze/Helium
Developed way of maintaining consistent air pressure for line checks

Eric Newton, Quality Control Lab/Warranty
Reduced paperwork for warranties

Darryl Sigourney, Multi Flow Condenser
Implemented more effi cient use of manpower

Linda Brown, Aluminum Radiator 2
Reduced burst rate in oil coolers

Tom Kawamura, past president, Toyota Motor Manufacturing Canada, Inc., said: “No one knows a job better than the person who performs it each day.”

In 1990, DENSO Manufacturing Michigan (DMMI), Battlecreek, founded the BEAM (Because Every Associate Matters) program based on an associate-driven philosophy much like Kawamura’s.

BEAM places the highest value on associate involvement and lets associates implement their ideas using all possible resources at DMMI. The BEAM program operates under a kaizen system, which focuses on small, incremental improvements. Under the kaizen system, suggestions are valuable regardless of their size of cost savings to the company. This philosophy means DMMI adopts 99 percent of BEAM suggestions.

Tom Zahrt, manager of Human Resources at DMMI, says the BEAM program promotes connections throughout the company. “Associates are involved in a formal suggestion process in which they receive feedback for their ideas and interact with many different departments,” says Zahrt.

Unlike a suggestion box concept, in which ideas for improvement are given by employees, but implemented by management, DMMI associates are responsible for their BEAM suggestions from conception through the project’s completion.

First, associates must recognize a need for change in their area and think of a method for improving it. If associates can show that their idea has recognized benefits for the company, they can pursue it after obtaining approval from management. Associates then conduct logistical research, and, with the help of necessary departments, the idea is implemented.

Associates and their co-workers then evaluate how well the suggestion is working and determine whether it is providing the expected benefit to the company.

In addition to the personal pride associates receive from implementing their suggestions through this procedure, the BEAM program boosts morale and encourages team-building.

Zahrt notes that the BEAM program is an exceptional recruiting tool because it is so unique. “Associates not only have the chance to improve their workplace, they also have the opportunity to be rewarded and recognized for their efforts,” he said.

Rewards are given to associates based on points. As associates submit suggestions, their points continue to accumulate. Rewards range from $25 cash prize to a new car.

So far, the BEAM program has saved $31,542,578. The average savings per month is $318,207.02. These figures reflect the high participation levels of associates who are thinking creatively and proactively about how to improve their company.

One of these associates is Darryl Sigourney, Multi-flow Condenser, who found a better way to utilize manpower in his area. On his line, two associates were operating two flux machines, creating a slow cycle time and a considerable wait. Sigourney thought that the flux machines could be moved together at an angle and run by one associate. “I mentioned my suggestion to my supervisor, and he thought it was a great idea,” he said.

Sigourney performed trials, sketched layouts and convinced his coworkers of his idea. His suggestion saved the company $103,257 in labor and increased output. Sigourney received the 2003 President’s Award worth $350 for his suggestion.

Sigourney says that bringing his suggestion to the line has made his job easier and encouraged his coworkers to BEAM their suggestions as well.

Kimberly Borgman, Heater Core Braze and Helium, implemented a repair system that saved DMMI nearly $525,000 in one year. Borgman noticed that the scrap rate in her area was increasing. In fact, pipes and capsule cores were being scrapped at rates of 15–70 percent. “I wondered why nobody was fixing the cores,” she says. Borgman suggested torch-repairing the defects and submitted her idea to the BEAM program.

For her suggestion, Borgman received several awards, including BEAM points worth $3,490 and three $1,000 trips to anywhere in the world.

Borgman says she appreciates the recognition aspect of the BEAM program. “It’s great that DMMI gives back to us for our ideas,” she says. “It makes us want to BEAM even more.”

These innovative suggestions reinforce the philosophy that associates are the best source of knowledge in improving the safety, organization and efficiency of an area. Given the opportunity to step out of their normal job duties and explore their problem-solving skills and creative ideas, associates and teams at DMMI are reaping the benefits of dreaming big and “BEAMing” often.

—Andrea Bifulco, photography by Phillip Dattilo