Cummins Power Generation

About the visit

Cummins Power Generation is a world leader in the design and manufacture of power generation equipment. We also provide single-source warranty, planned maintenance, and round-the-clock emergency service 24 hours a day, seven days a week including back-up power rental through our network of distributors. Part of the world-wide power systems business which has annual sales of more than $1.2 billion, Cummins Power Generations strength comes from being a division of Cummins Inc. -- the worlds largest manufacturer of diesel engines over 200 hp, with annual sales of $6.3 billion. Cummins have rolled out an extensive continuous improvement scheme combining the use of Six Sigma Black Belts and Lean/Continuous Improvement Engineers on their production lines. Using Value Stream Mapping with cross-functional teams to understand current and desired future states, Cummins have identified a range of projects to get them where they wish to be. At the conclusion of each six months period Cummins will close out the VSM and start again. The company will share with visitors how they have implemented this programme, the results to date and how they have transitioned Operations Leaders to Value Stream Managers and created ownership amongst the team.

Six Sigma

Cummins has been using Six Sigma globally as a primary improvement process since 2000:

• 4645 projects completed
• 3,700 Trained Belts -Black Belts: ~400 -Green Belts: ~3,300
• 1,501 Active Projects (2,233 in Hopper)
• 150 Active Black Belts
• 58 Active Master Black Belts
• Savings > 2% of Annual Revenue

Lean Manufacturing


Cummins has the Cummins Operating System in use which is a list of 10 practices employed to maximise our business and provide value to our customers. We are using lean manufacturing principles to apply these practices in many areas and we are linking our improvements through • six sigma with our Value Stream Mapping Teams.

The 10 practices are:

1 Put the customer first and provide real value
2 Synchronise flows (material, physical and information)
3 Design quality into every step of the process
4 Involve people and promote teamwork
5 Ensure equipment and tools are available and capable
6 Create functional excellence
7 Establish the right environment
8 Treat preferred suppliers as partners
9 Follow common problem solving techniques
10 Use Six Sigma as the primary process improvement method

Visit in 60 seconds / Awards

Lean ... Six Sigma ... Value Stream Mapping ... Project selection and Project filtering ... Integrating new products ...Five S ... Continuous lean improvement ... Visual workplace practices ... Line layout (NPI) ... How to get buy-in for initiatives ... Holistic structure to business improvement ... A3 process ... Start it! Don’t Talk about it!

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Visit agenda

Arrival & Refreshments
Welcome & Introductions
Six Sigma at Cummins
Cummins Operating System
Lunch and Networking
Lean initiatives through Value Stream Mapping
Questions & Answers / Feedback
Close & Depart