We coach executives and their organizations — on-site, at your side — working in groups and one-on-one to guide your teams to make durable improvements that deliver lasting results.
Situation
A $40M four-plant maker of wiring harnesses and custom molded products for the office equipment, lighting, and medical equipment industries needed to improve beyond their already outstanding customer service metrics. Many products were made-to-stock, and raw material inventories were ordered, “just-in-case.”
Results
- Monthly Sales & Operations planning (SOP) chaired by the President, and semi-monthly Demand Reviews. Monthly SOP performance consistently above 90% for each of Sales, Production Planning, and Finished Goods Inventories categories.
- Orderly and flexible factory schedule change process.
- Almost all production is now make-to-order.
Situation
A $100M home improvement retail supplier with a record of large inventories, long lead times, and poor service needed flexibility.
Results
- Finished goods inventory investment reduced 50%.
- Lead times sliced for Product development 66%, Order-entry to Delivery 50%.
- Manufacturing cycle time reduced more than 90%.
- Decreased the number of suppliers 45%, and total material costs 15%.
Situation
A $100M home improvement retail supplier with a record of large inventories, long lead times, and poor service needed flexibility.
Results
- Finished goods inventory investment reduced 50%.
- Lead times sliced for Product development 66%, Order-entry to Delivery 50%.
- Manufacturing cycle time reduced more than 90%.
- Decreased the number of suppliers 45%, and total material costs 15%.
Situation
A $250M division of a Fortune 500 supplier of home and office products needed to tap the potential of its people when rapid expansion left Senior Management too busy for daily details.
Results
- Business simplification and problem solving process earned one team “Best in North America.”
- Virtually all teams realized waste reductions of 50% or more.
- Management estimated annual savings of $1 million after only two months.
- Added a completely new line of business, reduced inventories $100K, and shortened order-to-delivery lead-times by 66%
Situation
A $160M OEM tier one automotive supplier reported losses of $2 million. Complex scheduling and business processes among the eight plants created significant communication and logistics situations.
Results
- Established new business processes, performance measurement.
- Formalize communication and problem solving process.
- Ford’s Q-1 Rating restored.
- The Company’s loss turned into 10% profits.
Situation
A $75M multi-plant heating and refrigeration industry components manufacturer merged seven plant databases into one company database. Confusion, misunderstandings, and fire fighting were the norm.
Results
- Plants and teams forged a partnership with Corporate IT – process thinking shifted the emphasis from “who” to “how.”
- Operating people accepted responsibility for database accuracy.
- Inventory accuracy increased from 66% to 98%.
- Accuracy for Item Masters, Bills of Material and Routings increased from 72% to 99%.