The Company
Jefferson Millwork & Design, Inc. (JMD) is an Architectural Woodwork Institute certified, premium-grade manufacturer of architectural millwork. It offers complete fabrication and installation of high quality custom woodwork for a nationwide commercial market that includes corporate offices, museums and institutional spaces.

The recent and significant projects undertaken by JMD include, among others, the White House, Ronald Reagan Building, the Pentagon Phoenix renovation, Hogan & Hartson Law offices in DC, NY, CO and MD, the U.S. Holocaust Memorial Museum, and the University of Virginia Law School Library. Jefferson’s reputation as an industry leader in the D.C. area was built through the years centered on quality first, schedule second and then, cost.

The Situation
Experiencing significant growth over the past several years and with numerous clients’ increasing need for attention to details and timely on-site deliveries, JMD was faced with the normal associated issues of constrained capacity, tightening production floor space, and strained workflow.

Vice-President & General Manager Michael Corrigan had read articles in trade journals about companies that were implementing lean manufacturing techniques to improve their businesses. His interest was further peaked after he and other employees attended one of Virginia’s  Philpott’s Manufacturing Extension Partner-ship’s (VPMEP) workshops on lean manufacturing.

The Response
Management then chose lean manufacturing as their continuous improvement strategy and VPMEP as their change agent for the lean transformation process. The company has undertaken an approach of train and implement. Over time the company provided training to large portions of the workforce in areas ranging from 5S Visual Workplace and Organization to Cellular Manufacturing. During the training phase, management made use of the knowledge to incorporate changes in the manufacturing areas and more throughout the company.

The Results
Better utilization of the workspace, improved material flow efficiency and higher productivity contributed to the increase of 67% in operating margins from the previous year. This does not include the positive effect of delaying the need for a new facility by at least two years that resulted in an interest cost savings of at least $300,000.

Thus far in the early stages of the company’s lean journey, the 5S program has yielded a cleaner, better-organized and more spacious working area.

The cellular initiative involved the movement of several machines and work areas to achieve a better workflow and a further refinement in space allocation and material control. This also included removing several hundred feet of travel from the manufacturing process.

JMD is also addressing the flow of information through the design creation into the production planning process, ensuring quality from start to end.

Management’s Comment
These gains are consistent with Jefferson’s philosophy that establishes the tone for its business. Says VP/GM Michael Corrigan, "If JMD products and services are better than our competitors’, then we will always have customers.” He continues, "And customers do want the very best, which Jefferson consistently strives to deliver on schedule."

JMD is committed to continue the lean journey, i.e., doing more with less and making things better. As M. Corrigan puts it, "This paves the way for our future, attaining our vision and achieving the growth and profitability goals we have set."

"With VPMEP as our partner," M. Corrigan adds, "We will ensure Jefferson is on track to meet the growth challenges of the future."

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