The Proof
our Rapid Improvement System delivers
Results
We
measure our success by your success. It is through
delivering only highly strategic and sustainable
results that we have become known as a leader in
Lean Enterprise training and consulting. We obtain
our clients through referrals and word-of-mouth, not
through marketing and fancy brochures. We can
provide you a list of references so you can talk to
the people that have been in your shoes.
Manufacturing
Electronics Contract Manufacturer in Toronto |
Business case: |
There was excessive customer dissatisfaction due to late deliveries. The company faced the potential loss of the contract and significant revenue |
Actions: |
Implementation of Strategy Alignment and metrics management system.
New inventory replenishment system
New layout with continuous flow of products
Level loading of production schedule and finished goods supermarket |
Results: |
Lead time from 7 days to less than 1 day
Space reduced from 32,000 to 17,000 sq ft
Scrap from $29k to $3k
Inventory turns from 8.6 to 10.7 |
Manufacturer of Industrial Bearings in Indiana |
Business case: |
The customer of this mid-west, union shop was ready to switch suppliers to a cheaper, foreign company, resulting in a loss of 16% of the Company’s revenue. The company needed to reduce its price by 15% to match the overseas price. |
Actions: |
New layout and equipment strategy with continuous flow of product in work cells
New inventory replenishment process
Implemented a Total Productive Maintenance program for equipment |
Results: |
Cost from $12.37 to $10.36 (17% reduction)
Lead time from 28 days to 1 day
WIP inventory from $77,800 to $130 |
Manufacturer of Tools and Accessories in Nebraska |
Business case: |
This large manufacturer of hand tools and other industrial products was experiencing cost pressures from China, where most companies have their tools made. Instead of doing the easy thing and moving operations to China, they decided to transform the way they make tools in the USA. |
Actions: |
New layout for all assembly operations
Redesigned and right-sized the equipment
Reduced equipment changeover times
Increased equipment uptime
Implemented new inventory management system |
Results: |
Productivity increase of 39%
Assembly lead time from 3 days to 1 minute
Inventory from 47,400 to 7,600 |
Services and Non-Profits
Home Equity Loan Provider in Colorado |
Business case: |
The bank was experiencing 30% annual growth and turnaround times were becoming excessively long. Costs were increasing more than the growth rate. Employees were stressed and working overtime. |
Actions: |
Implementation of product-focused work centers
New file management and distribution process
Elimination of handoffs through continuous flow |
Results: |
Labor costs reduced by 19% ($1.9M/year)
Turnaround time for loan processing from 5 days to 2 days. |
Non-profit Service Provider in Colorado |
Business case: |
The leadership and staff at this large non-profit were frustrated with the amount of time they were spending on activities that don’t support their mission and what the State pays them to do. The service they provide to developmentally disabled adults requires face-to-face, direct care as much as possible. They were spending up to 4 hours a day away from their clients. |
Actions: |
Clearly defined the outcomes and services needed by clients and the State.
Redesigned and standardized the way information flows and how it is communicated.
Created new data collection method, eliminating duplication and extra handling |
Results: |
Available time for direct care from 135 min to 262 min per day (94% increase) |
Financial Services Company in Pennsylvania |
Business case: |
This financial services company was challenged with reducing the time and cost spent on producing reports and periodic literature and sending the information in a more timely manner. |
Actions: |
Provided better definition of products needed by customer
Redesigned the work paths and responsibilities for more continuous flow
Implemented new scheduling and staffing process |
Results: |
Reduced labor to create and distribute reports by 22%
Lead time to send updates and reports from 5 days to 2 days |
Retail and E-Commerce
E-commerce and catalog mail-order company in Colorado |
Business case: |
The bank was experiencing 30% annual growth and turnaround times Company was experiencing market share erosion of personalized products due to long order lead times. Although customers expected quick order turnaround times, the company was spending 8 days on average to ship the product. |
Actions: |
New layout with continuous flow of product.
Redesigned replenishment system, eliminating the warehouse.
Redesigned the ordering process and information flow
New staffing model. |
Results: |
Lead time from 8 days to 1 day
Inventory from 2,700k to 300k
Labor cost from $3.35 to $1.87 |
National Retail Chain headquartered in Tennessee |
Business case: |
This high-growth, brick-and-mortar retail company was faced with a number of challenges, including increasing transportation costs, increased overhead and labor costs, and the need to keep their brand intact while doubling in size in 5 years. |
Actions: |
Analyzed and improved high-cost logistics value streams
Analyzed and improved priority store operations processes
Analyzed and improved store support and corporate processes |
Results: |
Reduced the costs of return-to-vendor merchandise by over $1M
Reduced the costs of processing customer returns by $600k
Reduced time to open a new store by 35 days
Reduced the time to receive and stock incoming freight at a store by 2 hours ($7.7M savings total)
Reduced the labor required to open and close a store each day by $528,000 (chain-wide)
Reduced the time to load a Distribution Center truck by 22% |
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