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Our work
Featured case
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Increasing the throughput of a major paper manufacturing operation while appying Lean Office and Process Improvement Solutions to generate tangible results
Summary: The client was faced with an increasingly competitive environment, and was producing paper at 6.4 man hours per ton. In order for the mill to be profitable, the conversion rate had to be driven down to 5.0 man hours per ton. My work streams were focused on the applying “lean office” techniques to the white collar (administrative) operations and a rapid value realization methodology to 1 of 5 machines.
Results: Applied lean office techniques to the white collar operations, which allowed the client to immediately reduce staff by 20% (worth $1.2 million) with no negative impact to service levels. In addition, created and implemented a quick hit program on a paper making line, which generated $4.0 million in benefits for $0.8 million of investment, a net benefit of $3.2 million. This work, coupled with the other work stream efforts, allowed the client to achieve 4.8 man hours per ton.
Results: Applied lean office techniques to the white collar operations, which allowed the client to immediately reduce staff by 20% (worth $1.2 million) with no negative impact to service levels. In addition, created and implemented a quick hit program on a paper making line, which generated $4.0 million in benefits for $0.8 million of investment, a net benefit of $3.2 million. This work, coupled with the other work stream efforts, allowed the client to achieve 4.8 man hours per ton.
Client: Large Paper Manufacturer in the US and Canada
Industry: Paper and Pulp
Services: Lean (Office and Manufacturing), Rapid Value Realization, System for Managing
Solution: Application of Lean, Supervisory Improvment and Rapid Value approaches to reduce conversion costs through increased throughput and back-office expense reduction.
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Reduct "Value Leakage" from order to installation while eliminating waste on the shop floor and overall divisional North American business structure.
Client: Large telecommunications equipment manufacturer
Industry: Technology, Media and Telecommunications
Services: Value leakage minimization, expense reduction and lean manufacturing
Solution: Increase control of the order to installation process, alter manufacturing footprint for cost optimization and implement lean manufactuing components.
Summary: The microwave communications division of this Global telecommunication equipment manufacturing organization required assistance in eliminating waste in their production operations in San Antonio, as well as a way to identify and eliminate “value leakage” in their integration order to delivery process.
Results: The project successfully installed 5S on the shop floor as an initial mobilization effort. We then created a value stream brown paper and through teams, identified areas of waste in the process. Cells were set up and one piece flow was implemented. The increase in productivity enabled the client to relocate orders from its operations in Canada to this new location – which ultimately allowed for the closure of the Canadian (Montreal) facility and a much more favorabe cost structure for the organization. Value leakage was addressed by designing and implementing a signoff adn stage gate process, which applied more control on the sales managers and uncharged customer change orders and free upgrades.
Results: The project successfully installed 5S on the shop floor as an initial mobilization effort. We then created a value stream brown paper and through teams, identified areas of waste in the process. Cells were set up and one piece flow was implemented. The increase in productivity enabled the client to relocate orders from its operations in Canada to this new location – which ultimately allowed for the closure of the Canadian (Montreal) facility and a much more favorabe cost structure for the organization. Value leakage was addressed by designing and implementing a signoff adn stage gate process, which applied more control on the sales managers and uncharged customer change orders and free upgrades.
Increase productivity and flexibilty to meet increased customer demand - while maintaining or improving quality
This manfacturer of commercial trailers had to improve flexibility, throughput and material visibility to meet increasing customer demand.
Client: Mid size manufacturing company
Industry: Industrial transportation, trailers and material haulers
Services: Process improvment, shop floor supervisory management systems
Solution: Light reorganization of shop floor footprint, application of selected lean principles , a health dose of a management / supervisor system for managing.