Value Stream Mapping

The company specializes in the specification, design and installation of protective linings for process and storage vessels, together with complete tank and chest installations of reinforced concrete/masonry for the storage and processing of corrosive liquids. Growing out of a pulp and paper mill building company more than 135 years ago, Stebbins currently provides chemical resistant tanks and liningsworldwide for several industries, including power/CCS, pulp and paper, metals/minerals and chemical industries..

Stebbins employs 60-80 people at their Watertown, NY headquarters, and approximately 1000 people around the world.

A company does not survive 135 years by continuing to do things as they have always done them. While Stebbins’ leadership recognized that they do things well, they felt it was time to evaluate their processes to ensure they are providing opportunities for employee-driven innovation. CITEC provided a Lean 101/8 Wastes and Value Stream Mapping training for nine people on the leadership team. The training process revealed several areas to focus improvements on.

Accounting, Purchasing, and Manufacturing all noted potential areas for improvement. It was determined that retraining the Sales/Project Management team to develop the job setup could eliminate redundancies while also improving overall efficiency and productivity. Also, the accounting department redeveloped their contract process, so they would be better able to help their clients maintain the right cash flow to ensure timely payment for Stebbins’ work.

Training leadership from different departments together allowed them to find solutions that overlapped the different areas. Chief Operating Officer Rob Aliasso commented, “This was an invaluable process for an established organization like ours, rooted in certain procedures, to allow our system to act as a whole and abandon silo mentality.”

The results were cost savings and increased productivity. With more inclusive details in the project setup process, the company was able to require less administrative time and more efficient service and execution across entire projects.