Continuous Improvement Training Facilitates Flow Line Adjustments for Higher Volume Builds

Bell Power Systems logo with a stylized

"The continuous improvement lessons learned from CONNSTEP really helped our shop. Just moving 85-90% of our inventory and grouping parts closer to employee work areas has saved hours of work."

—Bob Green, Production Supervisor, Bell Power Systems


Bell Power Systems (BPS) was founded in 1967 as Bell Detroit Diesel and in 2012 became part of the Superior Diesel family of companies. They specialize in providing value-added diesel engine packages, service parts, and drivetrain components to original equipment manufacturers and dealers for off highway equipment applications for a territory covering the eastern United States.


The company maintains an inventory of 700 to 900 engines ranging from 4 to 600 horsepower at their 60,000 square foot manufacturing and warehousing facility in Essex, Connecticut. BPS serves industries that include pumps, aircraft ground support, agriculture, marine propulsion, railroads, oil and gas.

  • Challenge

    Executive management at Bell Power Systems had previous exposure to lean manufacturing and wanted to expand the continuous improvement (CI) focus at their facility. BPS had recently promoted shop floor employee Bob Green to Production Supervisor to advance their lean operations.


    To take advantage of Green’s previous shop floor experience and leverage continuous improvement practices, BPS sought out lean training opportunities for Green with the intent of improving both production line efficiencies and lead times. BPS reached out to CONNSTEP who recommended its Continuous Improvement Champion Certification (CICC) training program for Green to attend.

  • Solution

    During the CICC course and subsequent to its completion, Green began employing Lean manufacturing tools and techniques at BPS. Referencing their production line current state value stream map and future state material flow, he cross-trained many employees and shared the benefits of Lean manufacturing principles and processes.


    To help gain production line efficiencies and shorten lead times, spaghetti diagrams were drafted to provide a visual representation of the continuous flow line showing the path and locations of parts and inventory for optimum access and use within the manufacturing facility and warehouse. Additional changes were made to other areas to streamline efficiencies.

  • Result

    The implementation of Lean manufacturing practices resulted in improved flow line for production with higher volume builds. Parts, racking, and engines were moved closer to employee workstations reducing feet traveled from 4131 to 2314. 5S auditing sessions were conducted to continually update work instructions and evaluate inventory locations. Total cycle time was reduced by 18% with an ultimate goal of a 20% reduction.


    Ergonomic workbenches were created to make them more accessible and efficient to use. Work instructions were updated and improved, with pictures added to help in cross training load leveling to better meet customer demands and expectations. On-time delivery improved from 92% to 100%. Over a 17-month period, the BPS Essex location improved their efficiency tracking rate (sales/hours) from 75% to 185%.

Blue circle icon with an upward-pointing arrow inside an orange border.

Project Impact

$100,000 Cost Savings

$5,000 Product Investments

$10,000 Workforce Skills Investments

2 New Jobs

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Connecticut is one of several states partnering with a new nonprofit organization to help workers thrive in an AI world and support job growth in the new tech economy. On Monday, Governor Ned Lamont announced that Connecticut is joining Arkansas, Maryland, and Utah in partnership with RAISE US , an organization bringing together states, employers, workers, and educators to build a workforce infrastructure that supports and trains workers to succeed in a future shaped by AI and emerging technologies. “We need to ensure that Connecticut workers and Connecticut jobs benefit from these breakthroughs and do not get left behind,” said Lamont . In May, Lamont signed legislation to help prepare Connecticut’s workforce with the developing technical skills related to AI by establishing new training programs. “Through this partnership with RAISE US, we are committing to take practical next steps to ensure our state has the policies, coalitions, and resources in place to help workers gain new skills, support families through periods of change, and connect people to growing careers,” said Lamont. RAISE US was co-founded by former U.S. Secretary of Commerce and former Governor of Rhode Island, Gina Raimondo, and former Indiana Governor, Eric Holcomb, the co-chair of the organization’s board of directors. According to a press release from Lamont’s office, RAISE US recognizes that emerging technologies are reshaping the economy and require a collaborative approach that brings together state partners, employers, education and training providers, and innovative public policy. “America has a technology strategy for leading the global AI competition. It does not yet have a people strategy—and we cannot lead without one,” Raimondo said. “If we build the best AI systems in the world and leave millions of Americans behind, we won’t have won anything.” Raimondo acknowledged that while AI will create new jobs and industries, it could also bring significant workforce disruption. The RAISE US website cites projections that AI will create a net 78 million new jobs worldwide by 2030, and that workers with AI skills earn, on average, 68% more than workers without those skills. “We shouldn’t fearmonger, but we can’t pretend our training and worker support systems are ready, either. It’s time for innovative and practical solutions,” said Raimondo. “RAISE US gives state leaders a playbook that connects more Americans with the skills and careers needed in the years ahead,” said Holcomb. He emphasized that workforce development is an “all hands-on-deck moment”, not an issue divided along political lines. “I learned this work gets done at the state level, in partnership with employers—not by mandates from Washington,” said Holcomb. The press release states that RAISE US is partnering with leading global technology companies and labor groups, and is building a set of partnerships to support its research, policy, and employer-engagement work with numerous research and consulting groups. “We’ve assembled the country's leading companies, best economists, and philanthropy at a scale rarely seen—all to advance new ideas and incentives, pilot them with governors and business, and scale what works,” said Raimondo. "I want the workforce of Connecticut to look at the years ahead and see opportunity, not uncertainty,” said Lamont.  For Connecticut manufacturers, the initiative could help strengthen the pipeline of workers with AI and advanced technology skills as companies continue adopting automation and digital manufacturing tools.
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