IGCEMA RSS FEED
07-24-2008, 03:37 PM
By John Patterson, IGCEMA President, and
Stephen Tucker, IGCEMA Past President
Invited by Jacobsen to tour their operations, IGCEMA President John Patterson and Past President Stephen Tucker were finally able to synchronize schedules and travel to the Jacobsen Headquarters in Charlotte, NC to spend the day inspecting the new Jacobsen Training, Manufacturing and Distribution Facilities. Following is the report of the trip.
John Patterson:
Back in the winter of 2000, I was a Field Service Technician for Kilpatrick Turf Equipment, a Jacobsen Distributor, and I had the opportunity to attend the Distributor Technician Hydraulic Certification Training Class at Jacobsen’s original Headquarters location in Racine, WI. I remember that the Training Facilities were well equipped, and staffed by excellent Instructors. However, the plant was showing its age and seemed “tired” to me. The Facility had obviously been reworked several times over the years and it seemed like everything except the tires and switchgear were made in the Factory, which was impressive to me at the time. Jacobsen felt the location could no longer provide the long term advantages the company needed in the competitive Turf Equipment market, so in 2001 the company made the difficult decision to close the Racine Facility and move south to Charlotte.
After completing the huge tasks of moving its headquarters halfway across the country, consolidating product lines, designing several new exciting products, totally re-working its parts distribution system, and building state-of-the-art Training Facilities, I am happy to report that Jacobsen is now positioned to compete at any level, in any market, worldwide.
Jacobsen’s Training Manager on the Customer Care Team, Erik Sides, was responsible for guiding our tour and was an exceptionally gracious host, taking all the time needed to answer our many questions and provide a clear view of Jacobsen’s designs for the future. Erik met us early Friday morning at the hotel and during the short drive to the offices gave us an overview of the day’s schedule and how Jacobsen has come to settle in to their new home. A move as massive as the one Jacobsen accomplished had to take some time for the dust to settle. Many challenges surfaced and had to be methodically worked out as space could be developed and optimized.
There are now two huge buildings occupied by the company; the first we visited houses the Offices, Support, Training, and Whole Goods Distribution operations, along with the amazing Parts Distribution System running at a 98% 24 hour Order Fill Rate. The second, larger building we visited is home to the Engineering, Product Development, and Manufacturing operations. Starting with Erik’s impeccably organized Office (complete with twin screen computer system for producing and editing educational materials); we met Craig Cousino, Business Education Manager, who accompanied us for several hours and told us about various internal operating procedures.
Those who have seen the Educational Webcast titled “A Strategy for Working Smarter”, available free to IGCEMA Members, are familiar with the Japanese term “Kaizen”. Kaizen describes the practice of continual process improvement, focusing on efficiency and quality. Jacobsen has embraced the Kaizen philosophy, as well as “Six Sigma” and “Lean” in all aspects of its operations; from Design and Manufacturing all the way through to the Training and Technical Services Departments. Indeed, touring the new Jacobsen home is an experience in thoroughly modern manufacturing. I encourage everyone to research Kaizen, Six Sigma, and Lean Manufacturing. The concepts are totally scalable and I have introduced the Kaizen philosophy to my Associates.
Even though Turf Equipment Manufacturing is done on a much smaller scale than the most modest Automotive Manufacturing, there are many things about maximizing efficiencies which do translate. Jacobsen no longer manufactures everything but the kitchen sink at their Facility. Relationships have been developed with key suppliers to provide those components which are easily produced, so the company can concentrate on the more difficult or proprietary jobs. This practice allows the company to focus on its strengths and more complex operations which require in-house quality control.
Philosophy alone does not get the job done, however, so Jacobsen has also achieved the top International Standards Organization (ISO) Certifications. “ISO 9001 and ISO 14001 Certifications mean Jacobsen does everything we say we do”, Erik said. “Every process we can track has been documented, and is audited on a regular basis to ensure we are performing to the Certification level”. ISO 9001 Certification covers all the manufacturing and process methods, while ISO 14001 pertains to the company’s environmental performance. In fact, all plant emissions are monitored and sensors in place will trigger an alarm if any dangerous emissions are detected. How many of us would be willing to wire up our shops with sensors? Now think about a 260,000 square foot Facility with almost 500 Employees, and you begin to understand the level of commitment involved.
When I first learned I would have the opportunity to visit Jacobsen, I was anxious to see the new Training Facility. I had heard through the grapevine that Jacobsen had really got it right, and I was not disappointed. Basically, Jacobsen built a two-story building inside the Whole Goods Distribution Facility. Upstairs is a large classroom with all the latest wireless presentation equipment, screens, and computers, which can be divided into two smaller rooms with a partition, a smaller conference room, and a lunch room. Downstairs there are two large lab rooms, and two fully equipped Equipment Service Bays, complete with Equipment Lifts and well-stocked tool boxes.
One of the highlights of the trip for me was the opportunity to have a round-table discussion and lunch with the Executives of the company, and discuss the challenges facing Technicians and Manufacturers in the Golf Industry. I must admit I was a little speechless sitting down at the table. I never would have thought I could have the opportunity to address such a group directly. We had a good exchange of ideas and Jacobsen’s President, Dan Wilkinson, said he would bring up the idea of promoting the IGCEMA with a flyer insert program for parts shipments, at their annual Dealers meeting in September.
Next up was a tour of the Engineering and Manufacturing Facility. In this building of over a quarter million square feet; 22 different equipment lines run. The cleanliness and organization of the Facility were especially impressive. This is also the place where where we were allowed access to the electrifying Development Projects Jacobsen has in the works. We were even encouraged to talk directly with Engineers working on current Development Projects. I was shocked with the level of access, and with the projects themselves. Thanks to those pesky non-disclosure agreements, that’s all I can really say about that part of the trip, other than to say: keep an eye on Jacobsen – they’ve really put it all together!
Stephen Tucker:
John has really described all the great things that we saw at Jacobsen but how does this all translate in a customer’s day to day? I mean it’s great that Jacobsen employees all these great ideas for manufacturing, but at the end of the day how do all of these things help me, the customer? While my experience with Jacobsen is a little different than John’s, it is certainly what everyone has continued asking. What happened in the late 90’s and how has that all of a sudden now changed? My experience was that of ordering parts and being put on backorder for weeks and sometime months at a time. It was getting equipment that was less than perfect when brand new. It was the sending equipment into the dealer for warranty repair and not seeing it for a few weeks due to the lack of Technicians at the Distributor level. All these things made me wonder on the trip to Charlotte, what am I going to see, and how much of a change could they really have made in such a short time?
When arriving Erik Sides talked to us about the history of Jacobsen and how many of the parts and distribution areas were arranged before, which gave me a better idea on where the problems seemed to stem from. Then once we arrived at Jacobsen headquarters and we were taken on a tour of their facility I began to see the signs of organization and efficiency.
We started in the administrative offices where we met the many Customer Service Representatives they have on the phones answering customers’ questions and how the Representatives are arranged to make sure that who you are talking to on the phone has the most knowledge of that particular product line. Then we noticed the monitors that they have distributed through the offices which show the number of callers, talk times, and what particular equipment they were asking questions about just to name a few. I would have to say the most impressive thing was going around to all the different departments and noticing the different boards full of information. In each department every employee is responsible for the data on these boards whether it’s tracking the number of technician’s employed at each distributor to knowing where each and every bin is on your assigned parts aisle. The thing is it’s not just to know where the bin is, it’s making sure that it is in the most convenient spot based on use and time. It seemed that the employees have all committed themselves to taking ownership of the company and embracing the new strategies that have been implemented. One of the biggest things in any company is not just having the strategies but actually following them and Jacobsen’s employees are definitely committed.
Finally, on the technology end of the spectrum I have always been a bit leery on many of the items and it’s all mostly due to the fact that I lost some of the appeal in the 90’s due to the parts issues. However I would have to say that in the coming years I see Jacobsen making a huge transition not only due to all the organizational changes but due to the technology leaps that they are making. Technology is a great thing especially when a company takes things to the next level. A fine example is on the new Eclipse machine that really takes a different approach to a walk mower from needing different gears and things to change your FOC (Frequency of Clip) to being able to dial it in on a computer interface. Technology is a wonderful thing and Jacobsen is surely on the cutting edge. I can’t wait to see what they release in the coming years.
The changes that have been made have certainly changed my view of Jacobsen and have given me a reason to really look at what is out there to insure we have the best equipment for our operation. Choosing an equipment supplier is not always an easy task. While many times some of us have a favorite color or a favorite distributor it never changes the fact that not every manufacturer makes all the best equipment. I would like to congratulate Jacobsen on their monumental changes, and wish them the best from all the Members of the IGCEMA.
More... (http://www.igcema.org/content/showentry.php?e=13)
Stephen Tucker, IGCEMA Past President
Invited by Jacobsen to tour their operations, IGCEMA President John Patterson and Past President Stephen Tucker were finally able to synchronize schedules and travel to the Jacobsen Headquarters in Charlotte, NC to spend the day inspecting the new Jacobsen Training, Manufacturing and Distribution Facilities. Following is the report of the trip.
John Patterson:
Back in the winter of 2000, I was a Field Service Technician for Kilpatrick Turf Equipment, a Jacobsen Distributor, and I had the opportunity to attend the Distributor Technician Hydraulic Certification Training Class at Jacobsen’s original Headquarters location in Racine, WI. I remember that the Training Facilities were well equipped, and staffed by excellent Instructors. However, the plant was showing its age and seemed “tired” to me. The Facility had obviously been reworked several times over the years and it seemed like everything except the tires and switchgear were made in the Factory, which was impressive to me at the time. Jacobsen felt the location could no longer provide the long term advantages the company needed in the competitive Turf Equipment market, so in 2001 the company made the difficult decision to close the Racine Facility and move south to Charlotte.
After completing the huge tasks of moving its headquarters halfway across the country, consolidating product lines, designing several new exciting products, totally re-working its parts distribution system, and building state-of-the-art Training Facilities, I am happy to report that Jacobsen is now positioned to compete at any level, in any market, worldwide.
Jacobsen’s Training Manager on the Customer Care Team, Erik Sides, was responsible for guiding our tour and was an exceptionally gracious host, taking all the time needed to answer our many questions and provide a clear view of Jacobsen’s designs for the future. Erik met us early Friday morning at the hotel and during the short drive to the offices gave us an overview of the day’s schedule and how Jacobsen has come to settle in to their new home. A move as massive as the one Jacobsen accomplished had to take some time for the dust to settle. Many challenges surfaced and had to be methodically worked out as space could be developed and optimized.
There are now two huge buildings occupied by the company; the first we visited houses the Offices, Support, Training, and Whole Goods Distribution operations, along with the amazing Parts Distribution System running at a 98% 24 hour Order Fill Rate. The second, larger building we visited is home to the Engineering, Product Development, and Manufacturing operations. Starting with Erik’s impeccably organized Office (complete with twin screen computer system for producing and editing educational materials); we met Craig Cousino, Business Education Manager, who accompanied us for several hours and told us about various internal operating procedures.
Those who have seen the Educational Webcast titled “A Strategy for Working Smarter”, available free to IGCEMA Members, are familiar with the Japanese term “Kaizen”. Kaizen describes the practice of continual process improvement, focusing on efficiency and quality. Jacobsen has embraced the Kaizen philosophy, as well as “Six Sigma” and “Lean” in all aspects of its operations; from Design and Manufacturing all the way through to the Training and Technical Services Departments. Indeed, touring the new Jacobsen home is an experience in thoroughly modern manufacturing. I encourage everyone to research Kaizen, Six Sigma, and Lean Manufacturing. The concepts are totally scalable and I have introduced the Kaizen philosophy to my Associates.
Even though Turf Equipment Manufacturing is done on a much smaller scale than the most modest Automotive Manufacturing, there are many things about maximizing efficiencies which do translate. Jacobsen no longer manufactures everything but the kitchen sink at their Facility. Relationships have been developed with key suppliers to provide those components which are easily produced, so the company can concentrate on the more difficult or proprietary jobs. This practice allows the company to focus on its strengths and more complex operations which require in-house quality control.
Philosophy alone does not get the job done, however, so Jacobsen has also achieved the top International Standards Organization (ISO) Certifications. “ISO 9001 and ISO 14001 Certifications mean Jacobsen does everything we say we do”, Erik said. “Every process we can track has been documented, and is audited on a regular basis to ensure we are performing to the Certification level”. ISO 9001 Certification covers all the manufacturing and process methods, while ISO 14001 pertains to the company’s environmental performance. In fact, all plant emissions are monitored and sensors in place will trigger an alarm if any dangerous emissions are detected. How many of us would be willing to wire up our shops with sensors? Now think about a 260,000 square foot Facility with almost 500 Employees, and you begin to understand the level of commitment involved.
When I first learned I would have the opportunity to visit Jacobsen, I was anxious to see the new Training Facility. I had heard through the grapevine that Jacobsen had really got it right, and I was not disappointed. Basically, Jacobsen built a two-story building inside the Whole Goods Distribution Facility. Upstairs is a large classroom with all the latest wireless presentation equipment, screens, and computers, which can be divided into two smaller rooms with a partition, a smaller conference room, and a lunch room. Downstairs there are two large lab rooms, and two fully equipped Equipment Service Bays, complete with Equipment Lifts and well-stocked tool boxes.
One of the highlights of the trip for me was the opportunity to have a round-table discussion and lunch with the Executives of the company, and discuss the challenges facing Technicians and Manufacturers in the Golf Industry. I must admit I was a little speechless sitting down at the table. I never would have thought I could have the opportunity to address such a group directly. We had a good exchange of ideas and Jacobsen’s President, Dan Wilkinson, said he would bring up the idea of promoting the IGCEMA with a flyer insert program for parts shipments, at their annual Dealers meeting in September.
Next up was a tour of the Engineering and Manufacturing Facility. In this building of over a quarter million square feet; 22 different equipment lines run. The cleanliness and organization of the Facility were especially impressive. This is also the place where where we were allowed access to the electrifying Development Projects Jacobsen has in the works. We were even encouraged to talk directly with Engineers working on current Development Projects. I was shocked with the level of access, and with the projects themselves. Thanks to those pesky non-disclosure agreements, that’s all I can really say about that part of the trip, other than to say: keep an eye on Jacobsen – they’ve really put it all together!
Stephen Tucker:
John has really described all the great things that we saw at Jacobsen but how does this all translate in a customer’s day to day? I mean it’s great that Jacobsen employees all these great ideas for manufacturing, but at the end of the day how do all of these things help me, the customer? While my experience with Jacobsen is a little different than John’s, it is certainly what everyone has continued asking. What happened in the late 90’s and how has that all of a sudden now changed? My experience was that of ordering parts and being put on backorder for weeks and sometime months at a time. It was getting equipment that was less than perfect when brand new. It was the sending equipment into the dealer for warranty repair and not seeing it for a few weeks due to the lack of Technicians at the Distributor level. All these things made me wonder on the trip to Charlotte, what am I going to see, and how much of a change could they really have made in such a short time?
When arriving Erik Sides talked to us about the history of Jacobsen and how many of the parts and distribution areas were arranged before, which gave me a better idea on where the problems seemed to stem from. Then once we arrived at Jacobsen headquarters and we were taken on a tour of their facility I began to see the signs of organization and efficiency.
We started in the administrative offices where we met the many Customer Service Representatives they have on the phones answering customers’ questions and how the Representatives are arranged to make sure that who you are talking to on the phone has the most knowledge of that particular product line. Then we noticed the monitors that they have distributed through the offices which show the number of callers, talk times, and what particular equipment they were asking questions about just to name a few. I would have to say the most impressive thing was going around to all the different departments and noticing the different boards full of information. In each department every employee is responsible for the data on these boards whether it’s tracking the number of technician’s employed at each distributor to knowing where each and every bin is on your assigned parts aisle. The thing is it’s not just to know where the bin is, it’s making sure that it is in the most convenient spot based on use and time. It seemed that the employees have all committed themselves to taking ownership of the company and embracing the new strategies that have been implemented. One of the biggest things in any company is not just having the strategies but actually following them and Jacobsen’s employees are definitely committed.
Finally, on the technology end of the spectrum I have always been a bit leery on many of the items and it’s all mostly due to the fact that I lost some of the appeal in the 90’s due to the parts issues. However I would have to say that in the coming years I see Jacobsen making a huge transition not only due to all the organizational changes but due to the technology leaps that they are making. Technology is a great thing especially when a company takes things to the next level. A fine example is on the new Eclipse machine that really takes a different approach to a walk mower from needing different gears and things to change your FOC (Frequency of Clip) to being able to dial it in on a computer interface. Technology is a wonderful thing and Jacobsen is surely on the cutting edge. I can’t wait to see what they release in the coming years.
The changes that have been made have certainly changed my view of Jacobsen and have given me a reason to really look at what is out there to insure we have the best equipment for our operation. Choosing an equipment supplier is not always an easy task. While many times some of us have a favorite color or a favorite distributor it never changes the fact that not every manufacturer makes all the best equipment. I would like to congratulate Jacobsen on their monumental changes, and wish them the best from all the Members of the IGCEMA.
More... (http://www.igcema.org/content/showentry.php?e=13)