Altman Lighting Applies Lean 5S Principles to Factory Floor
Founded in 1953 by Charles Altman, Altman Lighting is now run by second-generation leader Robert Altman. Based in Yonkers, NY, the company is a leading innovator in theatrical, architectural, film, and video lighting. Specializing in custom work, they’ve maintained a family philosophy centered on quality, customer satisfaction, and service for over 60 years.
Altman Lighting had been struggling with inefficiencies in their operations. Before beginning work with MTEC engineer Dave Tooker, functional areas lacked consistent standards or best practices. Inventory often ended up in non-inventory areas, and defects were discovered too late in the production process. Unused storage areas were poorly located, causing unnecessary steps in daily operations.
To address these issues, Tooker implemented a hands-on, 6S-driven methodology. All employees were trained in 5S within small groups, and each department designated a leader responsible for maintaining lean practices in their area. This do-train-evaluate approach empowered employees to take ownership of their spaces and see the real-time impact of their work.
Standards and signage were introduced across departments to give tools and materials clearly defined locations, reducing search time and inventory delays. As a result, unit completion dates improved. Site audits further revealed gaps in preventive maintenance—such as equipment cleaning—that had been contributing to inefficiencies. These audits also helped catch foreign object damage on painted products before they reached the customer, significantly reducing product defects.
A major layout change also streamlined production. Previously, products moved up and down between floors for different stages of assembly. By relocating the fabrication department’s storage upstairs and consolidating operations, unnecessary transport time was eliminated, and cycle time improved.
Altman Lighting ultimately freed up 2,600 square feet for future manufacturing and another 750 square feet for low-usage tool and die-set storage. The changes not only enhanced operational flow but also increased employee engagement and competitiveness through a structured, floor-based training approach that emphasized continuous improvement.
“With the implementation of our 5S effort, we have felt the benefits of many operational improvements. Dave Tooker's experience, guidance, and suggestions are felt throughout the entire facility - from the front offices to the production floor and out the shipping doors. We feel these efficiencies ultimately translate to a better work environment, more productive employees, and an improvement in our products. We also have to thank our factory staff for their participation, suggestions and hard work in making our 5S program a success.”
