Gorton's Seafood of Gloucester, Massachusetts has been a market leader in North America since 1849. Gorton's had recently gone through a change in ownership and the new management team identified that their high inventory and lack of flexibility had left them vulnerable to changing market conditions.  Gorton's chose Kaizen to help them.

Confident in their history of success, the leadership team of Gorton's was somewhat shocked and even offended when senior lean consultants from Kaizen Institute first challenged them on the waste found throughout their processes and their lack of visual flow. Once a common understanding of lean principles was established, Gorton's was able to transform their thinking, their operation and culture. 

The concrete and measurable results achieved included:

• Warehouse space cut in half
• Inventory costs cut in half
• Reduction production quality and line stops
• Improved customer relations
• Better working environment and employee satisfaction

As a result of the lean implementation and employee engagement efforts, profit margins improved. Gorton's lean journey continues to this day with unwavering support of senior management. "If you have a process of any kind then you can map it, and if you can map it, you can make improvements," said Dave Weber, Vice President of Operations, who has led the effort from the outset.  Today, Gorton's are vocal advocates of the lean approach, constantly challenging their customers and suppliers to show them ways to improve.  

"Gorton's has implemented many successful Lean initiatives since Kaizen Institute originally challenged our lack of visual flow," says Jeff Whiteacre, Gorton's Operations, Value Stream Manager.  "Along our Lean journey Kaizen Institute has been there to help train and encourage us to apply Lean methods.  They have offered exceptional guidance with Value Stream Mapping, Lean Material Handling, and Making Value Flow."