Situation:This successful company was looking to expand its interior building products offering by adding a solid plank flooring line. Although the company had expertise in manufacturing complex profile moldings, no one in the organization had experience with flooring.The parent company had purchased the major equipment but had not done the final debug.
- Developed process map, SOPs, and other standards for all stations, and in-process quality gauges to ensure dimensional and design specifications on production line.
- Reengineered tooling to improve fit, tolerances, tool wear, and productivity.
- Conducted detail training for each operation before start-up and on the factory floor during production. Created team flexibility chart to assist manager with team cross training.
- Helped company to hire new division production manager and created metric system to track line performance. Provided ongoing management and team development consultation.
- Worked with sales management to establish pricing, merchandizing,and go-to-market strategy.
- Worked with owner to discuss strategy, investigate sourcing options, and ongoing resource development.
Results:Within 8 weeks, all product specifications were in place, Standard Operating Procedures were mounted at all operator positions, and products were being manufactured consistently to dimensional and design specifications. Company was increasing sales due to its product quality and consistency.
Company: Capital Equipment Manufacturer (Innovation and Process Development)
Situation:This machine tool company was challenged to provide Chrysler Corporation an agile manufacturing system with a smaller footprint that could produce high production volumes of their center drive shaft components. Given the 100 year history of producing more dedicated capital equipment, the initial thought of securing orders from this new, state-of-the-art transmission facility seemed remote.
Items Executed: As the Applications Engineer
- Developed a new machining concept and worked with mechanical and electrical engineers on the new proposed process using advanced servo technology, tooling, coolant lubricants, and pressure to eliminate 50% of the traditional capital equipment requirements.
- Created the winning proposal and presentation identifying the merits of the concept, presented at Chrysler Technical Center, Auburn Hills, MI.
Results: Equipment, labor, maintenance, and spare parts requirements were reduced by 30%, and a 5-phase order for three components lines worth $52M was secured.
Situation: This European medical device company was looking to expand its business in the U.S. The goal was to first convert its manufacturing operations from a traditional management to a team-based management structure and then to use LEAN initiatives to improve operational performance.
Items Executed: As Operations and Continuous Improvement Leader
- The entire operations management group was transitioned from a supervisory structure to team leader structure.
- Operations were broken into smaller pieces and teams of 8-10 individuals were created. Team leader training was designed and executed, team development programs and skills development were initiated.
- Developed and implemented entire Continuous Improvement Program including: 5S, Kanban Replenishment System, Continuous Flow and Single Piece Flow manufacturing processes, Visual Factory Tools for scheduling, materials and maintenance response, Poka Yoke error-proofing strategies to improve quality.
Results: Increased labor efficiency by 300%; reduced staffing requirements by 20%; reduced scrap by40%; reduced Lead Time to Packaging from 15 days to 1 day; Reduced Floor Space by 40%; increased fill rates to 95%.
Company: Medical Device Industry (Acquisition and Factory Expansion)
Situation: This large medical device manufacturer, in an effort to gain market share in Pain Management, purchased $35M Pain Management product line from Abbott Laboratories. If managed correctly, this acquisition would make the company second in the industry and a major player in this medical segment. The acquisition would require:
- the a complete reorganization of New Hampshire facility to make room for newly acquired Abbott manufacturing lines currently operating in North Carolina
- the evaluation and transition of Abbott’s personnel, quality record and systems, operating systems, and equipment to allow integration and eliminate duplication.
In addition, the acquired inventory assets:
- were dispersed among 52 warehouse locations across the U.S. and would have to be redirected in various quantities by regional sales volumes into 32 U.S. warehouse locations
- required lot traceability according to FDA regulations for all components during transport;
- removal from circulation of each FDA regulated drug when the shelf life neared its term according to FDA regulations.
Items Executed. As Project Manager
- Compiled a complete list of assets, staff, and systems was compiled or verified during several trips to Abbott Laboratories locations
- Created and maintained a master project management task list to assign, follow-up, and provide direction to project champions of inventory, quality control, systems, manufacturing, transportation, human resources, and training
- Developed individual project task list with required completion dates and milestones
- Established a weekly Results meeting attended by company president and project champions.
Results: Acquisition and integration of this business unit was accomplished on time and on budget, missing zero ship dates and retaining 100% of Abbott’s accounts. The 1,000-mile relocation of existing equipment was reorganized to increase efficiency and assembled into the newly created space at the NH facility. Core NC staff were recruited and trained alongside new NH staff at the destination.
Achieved seamless integration and start-up of $50M operation without quality, delivery, or inventory issues.
Situation: This growth-oriented wide plank flooring company was a revolutionary sales and marketing company in the high-end flooring business. Its new and fresh approach to a new and growing segment of the flooring industry was gaining significant traction. Sales of the company under its owners and president were realizing solid growth but were beginning to see a new business plateau due to their operation’s inability to keep pace.
Items Executed: As GM-Operations
- Developed a new mixed-model production scheduling system driven by customer target ship dates.
- Added short-term production capacity, then divided operations functions by opening a second manufacturing plant to further expand production, flexibility, and capacity.
- Worked with suppliers to design custom-built capital equipment and redesigned product offerings to match resources, resulting in improved efficiencies and waste reduction.
- Authored new, 3-year operational plan to organize and improve inventory management, efficiencies, and employee training and development.
- Expanded product offerings and vertically integrated services to build revenue opportunities for sales.
- Establish metrics and tracking systems for the organization to chart and report on progress.
Results: Improved plant productivity by 23%; improved on-time deliveries from 86% to 96%; reduced lead time to market 50%. The company experienced 4 years of double digit growth. Operations went from being a limitation to a driving force in the organization’s growth and prosperity.