Manufacturing & Technology, an IndustryWeek Event

Vitamix’s Continuous Improvement Journey -IW Manufacturing & Technology Conference & Expo Preview

March 24, 2017

“If you do Kaizens the emphasis is on improvement. We try and remove frustrations and make work more fun. We want our employees to be inspired," explains Eric DiMalanta, lean manager for Vitamix.

Adrienne Selko

Vitamix had a delicious dilemma. The manufacturer of high-end blenders had experienced year after year of double digit growth. It had sat out the recession as consumers wanted to eat healthier and the ability to make juices and smoothies at home was a convenient way to achieve this goal. They were also willing to spend money on high value products for health purposes.

“It was the perfect storm,” Eric DiMalanta, lean manager for Vitamix explained. “And our sales took off.” The company also produces blending equipment for the commercial market.

While continually adding employees to meet demand, the company felt that workforce growth needed to include creating a culture of continuous improvement.

The company had tried lean back in 2006, but it wasn’t a comprehensive approach. The production manager was solely focused on meeting growing demand so efforts to create a formal continuous program wasn’t feasible.

In 2012, after seven years of double-digit growth, the company decided to bring on board a continuous improvement manager. “We felt we couldn’t just continue to hire more people, but instead wanted to use our current workforce, as well as new hires, more effectively,” said DiMalanta.

DiMalanta created the department and systemically implemented lean. “Instead of random acts of improvement, we needed an organized structure in place,” explained DiMalanta. A committee met regularly to remove any roadblocks to progress and to create standards.

He followed a model that included classic components of lean; Align and Stabilize, Visual Management and Standardize People and Process. Problem solving is a continuous activity and over the past five years lean has become part of the company’s DNA.

Vitamix's lean process will be on display as the company is conducting a plant tour during the IndustryWeek Manufacturing & Technology Conference & Expo in Cleveland, Ohio on May 8-10.

In creating a lean culture, DiMalanta explained he doesn't focus on cost savings, as he feels it drives the wrong decision. “If you do Kaizens the emphasis is on improvement. We try and remove frustrations and make work more fun. We want our employees to be inspired. “

The company holds quick and easy kaizens events and blitzes, dozens per year. “Our employees are very engaged in the process and see value to it,” said DiMalanta.

The value of the continuous improvement culture has in turn produced value for the company. Since 2013 the company has seen 45% year over year growth and DiMalanta said that lean is a large part of that.

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.