Ingersoll Rand’s focus on operational excellence drives growth and improves operational performance including financial, safety and environmental results across the enterprise.
Our global strategy is rooted in continuous improvement and focuses on standardizing work flows and processes to work better, faster and more efficiently. This approach delivers results for our employees, customers and shareholders.
Going forward, we will continue to focus on opportunities to improve our operations. Our focus on lean within our value streams continues to improve the customer experience. In 2012, we reduced our value stream past due days to nearly one day, achieved a 40 percent reduction in cycle time and experienced a higher employee engagement score as a result.
Our plant in Taicang, China made significant improvements in our value streams. By localizing suppliers, we were able to provide a 30 percent shorter lead time and 31 percent cost reduction. This program is on target to save more than $52 million through 2013.
By creating standard processes and improving flow of information, we reduced the time required to complete a customer order by 90 percent at our Campbellsville, Kentucky plant, which grew revenue by 11 percent year-over-year.
We are dedicated to building internal capability by making sure that we have the right skills to accelerate our improvement. Our problem-solving training program, launched in 2012, helped equip employees with basic lean tools to identify and solve problems effectively. Partnering with APICS The Association for Operations Management to elevate our materials management enabled us to improve our delivery performance in 2012 by more than 70 percent.
Our localization efforts at our Wujiang Campus in China achieved two significant milestones in 2012: