Our Work

PROBLEM:

The client’s machines were assembled and consistently shipped late due to missing parts and large cost overruns.

DISCOVERY:

• The assembly area was in complete disorganization. Nothing could be found, tools were misplaced and parts were all over the area.
• Drawings and bills of materials were inaccurate, causing assembly personnel to stop working and get answers to questions.
• Stock parts were never available and were reordered as needed, causing delays.
• The assembly area was constantly expanding into other areas to accommodate the machines waiting to be assembled. The work space was generally unorganized.
• No one knew what the delivery schedule was, nor did anyone have any faith in it.

SOLUTIONS:

• Created a Lean cell for the product line.
• Completed 5S project, organizing, defining and identifying locations for everything.
• Moved an engineer closer to the area. The engineer was dedicated to answering questions, providing support and creating accurate bills of materials.
• Created a Kanban system for all stock parts, providing for available materials at all times.
• Printed and placed schedules within the cell so it was clear when each machine was due.

RESULTS:

Increased on-time delivery to 99.7%. Utilized half of the floor space. Reduced the number of assemblers from 3 to 1 with a part-time helper. Continual losses were turned into consistent profits.

PROBLEM:

The client’s foundry scrap was too high and processes were out of control or did not exist.

DISCOVERY:

• Audited existing procedures for adherence to and effectiveness of the process.
• Reviewed existing scrap reports and found that scrap was not reported properly and that employees didn’t believe it was an issue.
• Performed a gap analysis and made recommendations for changes to existing process and implementation of new processes.
• Reviewed plant layout for position of scrap and rework and found product scattered through the plant.
• Determined that corrective action was informal and not always performed. The root cause could not be determined.

SOLUTIONS:

• Revised reporting to provide an accurate and consistent definition of scrap. This provided a more accurate scrap percentage before and after changes.
• Re-implemented or eliminated existing processes. Created new processes where needed
• Laid out and identified a dedicated area for scrap and another area for rework. This created a visual as to what exactly was being scrapped and prevented scrap from getting mixed back in with good production.
• Implemented corrective action reporting with an 8D process that identified the root cause and forced change to prevent future causes of scrap.

RESULTS:

Reduced scrap from 8.7% to 2.4%. Client was subsequently audited by a major customer and earned one of the highest rankings ever given.

PROBLEM:

Client had a business system that was home grown and had been used for the past 18 years. Real time and accurate data was nonexistent.

DISCOVERY:

• The system was written for front office applications only.
• There were several “other” systems or databases being used to fill in the gaps. Nothing was integrated.
• Management didn’t have any tools or reliable data to make daily decisions. Quotes were developed with best knowledge of what it takes. Detail costs were unknown.
• Managers and supervisors weren’t held accountable for data integrity or use of the systems.
• System was slow and unreliable. Maintenance costs were increasing each year.

SOLUTIONS:

• Worked with client to review different ERP packages and recommended the best solution for their needs.
• Developed an implementation plan and provided project management to assist with the implementation, go-live and post-implementation punch list items.
• Created implementation plan consisting of establishing objectives, interviewing users for needs and requirements, master data scrubbing, module development and testing, report development, writing detailed work instructions, training other employees, performing a fully integrated conference room model, executing a go-live plan and supporting go-live activity.
• Integrated each sub-system into existing ERP modules and databases.

RESULTS:

Delivered one fully integrated ERP business solution to provide visibility to real time data for daily decision-making processes at all levels.

PROBLEM:

The client’s inventory accuracy was too low and out of control. The client couldn’t rely on system inventory numbers to plan or provide customers with information on spare parts delivery.

DISCOVERY:

• Mapped the physical flow of products from receiving through usage (assembly or shipping for spare parts). Determined inventory processes were way out of control with anyone having access to taking parts with no process to record and issue what was taken.
• Reviewed system settings for back flushing of material issues to bills of materials. Concluded bills of materials were incorrect and materials were being auto-issued at incorrect quantities.
• Evaluated processes for receiving and issuing. Discovered procedures and mechanisms were not in place for employees to “take” products as required. Receiving was entering receipts from the paperwork and did not inspect or count actual receipts.

SOLUTIONS:

• Scrubbed and corrected bills of materials.
• Created point of use stock in assembly areas for common materials that was issued from the supermarket and auto-issued to each job.
• Developed KANBAN systems for repetitive materials.
• Improved receiving practices and policies.
• Implemented procedures and training for employees to take materials from inventory as needed.

RESULTS:

Improved inventory accuracy from 64.3% to 99.4%.

PROBLEM:

Client had been losing money for the past six months.

DISCOVERY:

• The company had been running at a rate well above their break even for several years and became content with operations, processes and staffing—both indirect and direct.
• Sales were decreasing due to markets and because prices and deliveries were neither acceptable nor competitive.
• Processes became acceptable in the past because business levels hid the inefficiencies and there was no reason to change them.
• Scrap and rework were at an all-time high.

SOLUTIONS:

• Performed audits and interviews to assess business processes and determine inefficiencies and gaps.
• Observed and reviewed manufacturing processes and process mapped current and proposed states.
• Submitted a list of recommendations along with an implementation plan to the client. These were ranked in ease of implementation and biggest return.
• Worked with client and management team to implement changes.

RESULTS:

Reduced losses in a six-week period and turned a significant loss into a sizable profit within six months.