Custom Foam Systems Ltd. (CFS) has been a major Canadian source of custom foam products for manufacturing companies since the early 1970s. One of the ways that the company keeps its reputation for excellence going is through its commitments to high quality and continuous improvement – especially using the Hoshin Kanri approach.
With its stringent processes and team-based approach, CFS outdoes competing manufacturers in this area and maintains a proven track record of reliability and performance.
Using three unique processes
The company has modelled its lean manufacturing, production, and management systems after the Toyota Production System and the Hoshin Kanri approach to operations. These systems are guided by international quality standards and help CFS to meet all production targets with exemplary workmanship and consistent quality, with the goals of zero defects and perfect punctuality.
CFS roots its support strengths with customer product development in three unique processes – Advanced Product Quality Planning, the Production Part Approval Process, and Failure Mode and Effect Analysis. Through these processes, the company gains efficiencies, decreases waste, and provides superior levels of service, satisfaction, and added value in every project.
Among the ways that CFS meets its daily mandate for constant improvement:
A key part of CFS’ processes, the Hoshin Kanri approach is a method of managing or deploying strategic direction to help make sure that all employees know that they are all working as a team in the same direction, to improve the chances of success in every goal. This system helps workers to clarify their roles, eliminate waste, solve issues, and contribute to overall success.
With quality processes and consistent improvement, CFS proves to be adaptable, resourceful, and very skilled in making customized foam products. The firm is dedicated to exceeding expectations and satisfying customer needs.
For more information, contact CFS.