Driving excellence through continuous improvement
Manufacturing plays a critical part in powering business growth. At Clorox, it’s more than just making products — it’s about delivering value to our consumers every day.
One of the ways we do that is through continuous improvement. As director of manufacturing process capability in our Supply Chain function, John Bahney is central to that work. We spoke with him about his role and why it’s a key component of driving performance.
Tell us about your role and what you do.
I work closely with our plant and center teams to build process capability in materials planning, production scheduling, external manufacturing, warehouse management, and inventory management. My focus is on leveraging best practices — both internal and external — to drive continuous improvement across these areas.
How does your work support Clorox’s commitment to operational excellence in manufacturing?
Each of these functions plays a critical role in how we operate. By improving efficiency and eliminating waste, we’re able to enhance performance and reliability. One area of focus has been on schedule attainment. We developed a custom KPI and reporting tool that enables our Supply Chain teams to identify and eliminate root causes so our plants can produce the right item, in the right quantity, at the right time — ultimately improving reliability and responsiveness. These efforts are foundational to our commitment to operational excellence.
How does this area within manufacturing help drive business growth?
When we have the right product available at the right time, we improve customer service and responsiveness. With our Vista enterprise resource planning upgrade, for example, we introduced advanced planning and scheduling tools that enhance how we manage production. These tools generate optimized schedules that are directly linked to our raw and packaging material supply, helping ensure we have the right materials in place to meet customer demand efficiently. This reliability builds trust and supports growth by ensuring we meet demand consistently and efficiently.
Do you have any advice for those interested in a career in manufacturing and continuous improvement?
Diversify your experience. I started as a plastics engineer and spent four years in that space before expanding into other areas. Broadening your perspective helps you become a more well-rounded leader and opens up new opportunities for growth and impact.
Our manufacturing teammates power progress and purpose every day. Through dedicated continuous improvement, they’re driving efficiency and improving reliability to enable growth across the enterprise.