Before – We started with an out of control production process with high internal scrap rates, high rework rates, and high levels of customer warranty claims.

After – After identifying the variables causing the high scrap and warranty levels, we determined to control these variables and implement this process into production.

Results - The client reduced their scrap and material usage by $80,000 per year and saw an 80% reduction in warranty claims one year after implementation with an un-calculated savings estimated at over $250,000 per year.

Before – A production facility was running multiple products on five separate assembly lines with their efficiency floating around 65%. This led to difficulty going from product to product and caused downtime and flow issues.

After – We identified flaws in the material presentation and how work content is divided amongst the line personnel. We used time studies and multi-use line presentation to design a plan of action to be incorporated on the lines. This plan was shared with the team and the new line designs and resources were assigned accordingly.

Results – The client saw line efficiencies increase by more than 25% plant wide and reduced downtime significantly.

Before – The clients had a plant steel fabrication process that primarily incorporated press brakes. They had a high first piece scrap rate, averaging 10 rejects before a good first piece approval, long set-up times, and inconsistent parts.

After – We utilized standardized tooling and set-up sheets to reduce set-up time and approve parts with less scrap. This increased the ability of multiple resources to do machine set-ups.

Results – We reduced the average set-up time from 47 minutes to 7 minutes. The average scrap to reach first piece approval reduced from 10 parts to 2 parts. We also organized the area for all tooling and established a repair program for future issues.

Before – This client had an assembly line working overtime every week to meet output demands. This caused resources to tire and many employees quit due to overworking.

After – We reviewed the line and determined key work processes that were bogging down the primary assembly line. We implemented layout changes to pull these processes off of the main line and into feeder areas that we developed.

Results – In the end, throughput for the line was increased by 20% and overtime was greatly reduced. Line resources did not increase and line efficiency now consistently hits 90%.

Before – A production facility had high quality hold numbers over a two-year period, which caused increased rework and overtime hours for the plant. There were also many common and repeated mistakes that were not being properly communicated or logged by the team.

After – We developed a system to track errors and incorporated ways to keep the issues from happening again. Resources were committed to track ownership of corrective measures in new ways and turnaround on the corrective measures were moved up the priority chain.

Results – The plant quality holds have reduced more than 70% over two years and finalized corrective action measures lead-time reduced from 3 weeks to less than 2 days.

Before – This client had several new engineering hires to their production facility. They were unclear on all of the plant processes and systems that were required for their jobs. The existing engineering staff had to use their resources and take time away from their responsibilities to review and answer questions about the business systems, processes, and primary contacts. Retention of information was proving difficult and existing team members felt overloaded.

After – We developed specific training guidelines for new engineering hires and implemented these guidelines as part of the new hire start-up requirements.

Results – The vast majority of questions that a new engineering level hire would have are now located within the new training guides that are readily available as issues arise. The current department leader’s workload has been reduced and the new hires rate the training material very highly.

Before – For this client, the process for verifying a new sheet metal part was not consistent and often sample parts are lost, good records are not kept, rework is required, and project schedules are shifted out.

After – We developed and implemented a standard system based on requirements of a first piece inspection.

Results – Now first piece inspection timelines are cut in half. Parts are rarely mis-placed, and a search function for results has been implemented and followed by all technical personnel.

Before – A plant we worked with had cost savings projects that were erratic and difficult to quantity in many cases. By focusing on these projects, it was taking time away from potential savings opportunities.

After – We held specific Kaizen events to determine areas where cost could be removed from products or processes that assemble products. This created an open line for team members and plant personnel.

Results – After the first year, the plant experienced savings of $145,000.