IW Manufacturing Hall of Fame 2013 Inductee: Mary Vermeer Andringa

Nov. 5, 2013

With a track record of 2,350 kaizen events since creating the Vermeer Lean Manufacturing Journey in 1997, Mary Vermeer Andringa has earned a seat at the lean guru table. Lean has been employed across the entire organization, translating into strong financial results: 2012 revenues were the highest in Vermeer's history and 40% higher than in 2000.

Adrienne Selko

With a track record of 2,350 kaizen events since creating the Vermeer Lean Manufacturing Journey in 1997, Mary Vermeer Andringa has earned a seat at the lean guru table.

"My personal involvement in kaizens sends a clear message that everyone needs to be involved in our lean efforts. Upon acquiring a new company or setting up global dealerships, the first thing I introduce is our lean efforts and often attend kaizens," explains Andringa, CEO of Vermeer Corp., a global industrial and agricultural equipment company headquartered in Pella, Iowa, with manufacturing facilities around the world.

Lean has been successfully employed across the entire organization. The time it takes from raw steel to producing a finished Vermeer brush chipper was reduced from 52 days to two, while turnaround on delivering month-end financial statements has dropped from 10 days to three.

The business philosophy has translated into strong financial results, as revenues in 2012 were the highest in the companys history and about 40% higher than in 2000.

While lean improves manufacturing inside the four walls, Andringa is very active in making sure that U.S. companies see improvements when competing on a global playing field.

"It is imperative that U.S. companies have opportunities and access to global markets with less trade barriers," says Andringa, who cites the example of a global customer who told her that while he would like to purchase more of Vermeers equipment, the tariff in his country is too high.

To ensure that manufacturing has a bright future, Andringa recently served a two-year term as the first woman chair of the National Association of Manufacturers. She is one of 18 private-sector members of President Obamas Export Council, as well as one of 12 U.S. members of the U.S.-Brazil CEO Forum and a member of the Export Import Bank Advisory Committee.

Andringa's motto, as was her fathers before her, is "There has to be a better way."

Click here for the full list of the IW Manufacturing Hall of Fame Class of 2013 inductees.

About the Author

Adrienne Selko | Senior Editor

Focus: Workforce, Talent

Follow Me on Twitter: @ASelkoIW

Bio: Adrienne Selko has written about many topics over the 17 years she has been with the publication and currently focuses on workforce development strategies. Previously Adrienne was in corporate communications at a medical manufacturing company as well as a large regional bank. She is the author of Do I Have to Wear Garlic Around My Neck? which made the Cleveland Plain Dealer's best sellers list. She is also a senior editor at Material Handling & Logistics and EHS Today.

Editorial mission statement: Manufacturing is the enviable position of creating products, processes and policies that solve the world’s problems. When the industry stepped up to manufacture what was necessary to combat the pandemic, it revealed its true nature. My goal is to showcase the sector’s ability to address a broad range of workforce issues including technology, training, diversity & inclusion, with a goal of enticing future generations to join this amazing sector.

Why I find manufacturing interesting: On my first day working for a company that made medical equipment such as MRIs, I toured the plant floor. On every wall was a photo of a person, mostly children. I asked my supervisor why this was the case and he said that the work we do at this company has saved these people’s lives. “We never forget how important our work is and everyone’s contribution to that.” From that moment on I was hooked on manufacturing.

I have talked with many people in this field who have transformed their own career development to assist others. For example, companies are hiring those with disabilities, those previously incarcerated and other talent pools that have been underutilized. I have talked with leaders who have brought out the best in their workforce, as well as employees doing their best work while doing good for the world.