Read more about our CPM™ process featured in "Wood Based Panels International" - Issue 4 - 2011

Olympic Panel® has built its business over the last 70 plus years on consistent quality. Over this time frame, many things have changed with raw materials, processes, customer needs, technology and the list continues. Olympic Panel® understands that in order to meet these changing times, we needed to examine how we manufacture panels.

According to H. James Harrington, CEO of the Harrington Institute Inc. and chairman of the board of Harrington Group explained a need for change in the October 2003 Quality Digest Magazine, "Now is the time for revolution, not evolution. We must bring about a change in our very fiber: the way we think, the way we act and the standards we set for ourselves. The management principles that worked so well during the 1950s and 1970s became ineffective during the 1980s and obsolete in 2000."

Olympic Panel® took this challenge in September of 2000 to change how we view and operate around the subject of quality. To make progress in any situation, one has to start with what's right and build on those skills. We put together a vision of the change that needed to take place in order to enhance our quality and consistency in the 21st century.

To empower a workforce that can and will produce great results – for they help develop the goals, create the tools to track results, work at reducing variation, and develop the habits, which provide consistent quality product.

What is Continuous Process Monitoring (CPM™)?

  • A process that empowers employees by encouraging involvement in standardization and training.
  • A process to standardize the manufacturing procedures in order to reduce variation while using current equipment.
  • A process, which improves customer supplier relationships by education and communication.
  • A process that includes standardization in measurement (statistical process control) to ensure accurate decisions.
  • A process that provides clear direction and consistency between all shifts.

How does the operating model function and operate throughout the plant?

There are 37 customer supplier relationships starting at the log yard to the boxcar before the panels are finished and ready for the external customer. Each of the 37 teams go through a detail process which include:

  1. Process Stream Map — Is the foundation and map that identifies the critical input and output variables necessary to compete each specific phase of the process.
  2. Specifications — Definition of variables and complete understanding of the customers needs.
  3. Centerline — Recipe for how each machine will be operated to maintain consistency and reduce variation of the process.
  4. Standard Operating Procedures — Documented steps of the operating procedures on how to perform each of the key functions in the process.
  5. Measurement — To ensure the process is producing on specification material for the customer by measuring both the process and product. SCORE CARD
  6. Check Process — Auditing of the process for continuous improvement and accountability of the team.

Olympic Panel® believes the best way for us to stay ahead and maintain leadership in specialty panel products market is to focus on our customers – internal as well as external. We focus on answering these key questions every day:

  • Who are our customers?
  • What are their needs and wants?
  • How do we measure needs and wants?
  • Are we satisfying those needs and wants?
  • What can we do to exceed customer expectations?

Each department of Olympic Panel®'s organization concentrates on accomplishing a series of supportive activities that, together, will result in the company realizing its quality vision.

All Panels are backed with a detailed operating model that provides Continuous Process Monitoring CPM™.


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