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PREVIOUS PROJECTS

Achieving Goals

Informative Interview
Standing Meeting
Casual Business Meeting
Client: PVC & ABS Injection molding manufacturer
Main Project Objectives
  • Package machine automation
  • Packaging process streamlining
  • "Georgia QuickStart" Training Development
  • Eliminate waste and reduce production costs
  • Create a continuous improvement culture
Process To Meet Goals
  1. Created "Value stream" map for entire plant to reveal opportunities for improvement and waste reduction.
  2. Streamlined and created efficient processes throughout the plant.

  3. Partnered with Georgia’s Quick Start program to develop various training courses.

  4. Educated shop floor associates on lean methodologies through training and Kaizen Events.

Results!
  • Created and sustained a lean culture which resulted in the client being awarded the "Manufacturer of the Year" award by "Georgia Quick Start" and presented by the Governor of the state of Georgia.
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  • Educated all associates on identifying waste and scrap producers within the process which resulted  in 30% lower scrap rate.
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  • Realized cost savings from all process improvements, scrap reductions and headcount reductions were $1,700,000 per year.
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Client: Fortune 50 company Fulfillment Center "Relaunch"

Main Project Objectives
  • Roll out a Client (in-house) Performance based System to site leaders and address any resistance within the leadership through Change Management .
  • Assess current performance baselines by KPI's, analyzing data to identify existing standards, processes, governance, and workflows.
  • Educate Managers and floor supervision as to how to manage SOP's, processes and procedures for areas of responsibility.
  • Drive the expectation of ownership of processes and the execution of multiple competing business requirements by identifying the priority of customer and operational needs.
Process To Meet Goals
  1. Conducted SWOT (strengths, weaknesses, opportunites, threats) analysis to evaluate key business components and assess current performance baselines.
  2. Mentored over 80 site leaders through leadership upskilling training to help them understand leadership responsibility.
  3. Implement Safety Steerco audit program.
  4. Created a program that trained Client Associates in Asset Protection.
  5. Partner with leadership to improve business relationships with customers and address customer concerns about OTD (on time delivery).
Results!
  • Mentoring and the upskill training of the 80+ site leaders resulted in a one time savings of $200,000.
  • Improved operational cost by 60%.
  • The client's  e-commerce fulfillment center is currently ranked number 26, an improvement from being ranked number 92 throughout the network.
  • Implementation of the Safety Steerco Program created an efficient audit program that resulted in a cost savings of $1,000,000.
  • Creation of a program that trained Walmart Associates in Asset Protection eliminated the use of third-party vendors which saved the site $2,000,000.
  • OTD was drastically improved for customers with OTD increasing by 20%
  • Created network wide Performance Management Playbook to be used by all Fulfillment Centers in the company. CEO sign off on standard use by all.
  • This E-Commerce Fulfillment Center received an Internal company award of "Most Improved Site Year Over Year" following completion of our project there. 

Client: DRAM memory chip manufacturer

Main Project Objectives
  • Provide Continuous improvement input to refine processes in support of an SAP Plant Maintenance implementation.
  • Create current state and to-be process flows for all maintenance types.
  • Develop new end to end processes for:
  1. Preventive Maintenance
  2. Corrective Maintenance
  3. Predictive Maintenance
  4. Planned Maintenance
  5. Routine Maintenance
  6. Shutdown Maintenance
  • Reduce extended equipment downtime due to transit of maintenance technicians moving from a clean-room environment to stores and back for repair parts retrieval.
  • Create a visual representation of equipment placement on the plant floor to be defined in the SAP Enterprise software that was to be implemented.
     
Process To Meet Goals
  1. Value stream maps for as-is and to-be state were created for each individual maintenance process type. The reduced downtime requirement was included in the to-be state for the corrective maintenance process.
  2. We collaborated with contractors that were implementing the Plant Maintenance Module of the SAP software. We helped define the equipment placement structure.
Results!
  • The to-be refined processes removed long standing pain points and downtime that the maintenance personnel were experiencing with movement in and out of the Fabrication Unit (clean room) to get parts for repairs.  Downtime was further reduced by defining the entire "Fabrication" unit in a Functional Location which allowed equipment to be graphically displayed in the structure as installed equipment with parts that could be selected and added to an electronic work order with a mouse click. That electronic work order could be sent to the stores so that parts could be picked and be ready by the time the maintenance tech moved out of the clean room to the stores. The total downtime was reduced by 25% across the FAB when all the improvements were factored in. 
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