Analyzing and resolving behavioral and operational issues.

This company was facing challenges with their current state of operations and in determining transition stages for projects.  Analysis showed that a positive financial impact could be achieved through cost reduction and process improvements. 

Data was gathered regarding  production, machine and staff efficiencies, internal delivery systems, and the organization structure.  Determination of current state (as is) and future state (to be) processes focused around Overall Production Effectiveness (OPE), quality, machine functionality and Overall Equipment Efficiency (OEE), warehousing procedures, deliver systems, and 5S (sort, set in order, shine, standardize, and sustain).

A roadmap was developed and a time line with pre-determined milestones and deliverables was set.  The first challenges and issues addressed included the fragmented production methods, lack of standardized training, low moral, lack of incentives/recognition, no internal delivery systems, JIT (just in time delivery), and BOM (bill of materials) for production and supply/warehouse.  Lean principles were implemented in the production of 70K plus units daily.

The results were quantifiable and sustainable productivity improvements and throughput results ranging from 85% to 147%.  A continuously increasing performance labor index to budget was also prepared in conjunction with senior management.  Internal delivery systems (based on client demand) were implemented, along with Bills of Materials, daily performance metrics, daily production schedules, and reward and recognition programs.

Some client engagements shown may have been executed by NMS consultants at prior firms.