Our vision at Tuthill Corporation involves the delicate balance of three "stakeholders", the customer, the employee, and the shareholder.
We strive to optimize this relationship knowing that if we focus too much on one point of the "triangle" the others will suffer and our long-term success will be in jeopardy.
We have five initiatives to help us "balance the triangle":
Meet Customers' Global Needs
Build Employee Capabilities
Pursue Innovative Growth Strategies
Improve Financial Performance
Implement Tuthill Business System These initiatives have been cascaded down throughout Tuthill to ensure our efforts are focused and aligned to increase our likelihood of success. The Tuthill Business System (TBS) takes these initiatives and turns them into actions and results.
TBS is modeled after the Toyota Production System and has been popularly described as Lean, Kaizen, TQM, etc. We view TBS as a total business philosophy that instills the discipline but yet the flexibility to help us prosper.
TBS is not a "big bang", high risk endeavor. It is a "rapid fire", little steps, approach to improvement. We firmly believe that a bias for action to gain two steps forward, although there may be a temporary one step backward, will provide consistent incremental improvement.
TBS begins by listening to the "voice of the customer" to determine what they value and remove all waste that hinders the delivery of that value. Although this sounds simple it is the relentless pursuit of waste that becomes the challenge. Our leadership is directly involved to ensure we realize this is not a program, but a never ending journey that strives for perfection in everything we do: from the genesis of an idea for a new product to the introduction of that product; from the receipt of an order to shipment of the related product; and from delivery of the original unit to follow-up parts and service.
The fundamentals of TBS are as follows:
Determine what the customer values and how we create that value
Deliver that value at the rate the customer wants
Have the customer pull their requirements versus us pushing their requirements upon them at our discretion
Try to produce these requirements in the units the customer requires, one at a time
Strive to always close our performance gaps
Expect problems and relish their resolution knowing that this makes us stronger
Respect, recognize, and listen to people --- Through their success will come ours Hopefully we have provided some insight to a very important strategic initiative at Tuthill Corporation. Every line of business is involved with this process and has shown favorable results. We look forward to our journey. Although it is not the easy path, we believe it is the one that will help us "balance the triangle". – less – More from ZoomInfo »