Video
How Mallard Creek Polymers Exceeded
Its Productivity Target by 16%
Exclusive Video Case Study
Transformation Highlights
40% productivity improvement target—exceeded by 16%
15 changeover types simplified into 9 standardized processes
One unified CI language across operators, engineers, and leaders
Hear from the leaders and practitioners
Real insights from the leaders and practitioners who drove change at Mallard Creek Polymers
Paul Winkley
Plant Manager
“Beyond the cycle time improvement, this project built trust in the continuous improvement mindset. When people see that optimizing procedures makes their work easier—not harder—ownership follows.”
Tim Dolin
Continuous Improvement Manager
“We initially underestimated where our real productivity challenge was. Having outside eyes helped us reframe priorities and set a target that truly mattered.”
Nicholas Hartsell
Project Engineer
“Standardizing the changeover process and separating internal from external work simplified complexity. That structure made sustained improvement possible.”
Our Kaizen Experts in Action
This transformation was delivered in close collaboration with Mallard Creek Polymers’ leadership and frontline teams, supported by experienced Kaizen Institute consultants working on-site throughout the initiative.
Dan Chartier
Managing Director & Partner at Kaizen Institute USA
Patricia Paiva
Principal at Kaizen Institute USA
Wilson Tran
Project Leader at Kaizen Institute USA
How Kaizen Was Applied in Practice
Where methodology, data, and people came together on the shop floor.
Using value stream mapping to find the real constraint
How value stream mapping (VSM) revealed that reactor turnaround time—not production speed—was the primary lever for improving productivity.
Applying SMED and standard work to stabilize changeovers
How SMED principles and standard work simplified complex changeovers, reduced variation, and created repeatable performance across operators.
Building a shared CI system—not isolated tools
How common language, routines, and visual management aligned operators, engineers, and leaders around continuous improvement.
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