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Decreased inventory and increased "inventory turns"
resulting in estimated annual savings in excess of $500,000—first year. Plant
went from worst to best in inventory turns within its division.
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Employee complaints, absenteeism, and turnover significantly
reduced.
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Operations improved and quality problems reduced sufficiently
in an area that had been a production bottleneck at historical production
levels. It is no longer a bottleneck even though the production volume has grown
by one-third. These results were achieved during the first year.
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On-time delivery rate improved from 80% to 99%+ within one
year.
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Production capacity increased by $960,000/year through faster
tooling changes.
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Line changeover time reduced from average of
30 to 35 minutes
(4-6 times daily), to less than one minute each change.
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Increased pieces per man-hour by 13%; reduced man-hours
charged per period by 18%; "stretch goal" for shipments reached on 13
of 20 days during reporting period compared to four days during the 20-day
baseline period prior to changes.
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Significant, measurable increases in customer satisfaction.
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Re-work reduced by two-thirds. Close-outs reduced from 2.2% of
total production in base year to 1.65% the following year to .8% in the current
year—a savings of over $140,000 per year.
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Scheduling and pricing strategy changes resulted in immediate
positive contribution to cash-flow of over $250,000 per year.
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Simple machine change resulted in eliminating downtime based
on breakage of core-pin in extrusion molds, and savings of $1,800 per day.
More importantly, we prepare client
staff to sustain the gains long after our involvement concludes.