Case studies

CLIENT:

DELTA AIRLINES

ASSIGMENT:

Work with DAL Supplier TTF Aerospace. TTF is an industry leader in crew rest design, certification, production and integration. Work with supplier to improve delivery commitments/schedule relating to the manufacturing of multiple LDMCR’s (Lower Deck Mobile Crew Rests) for Airbus A330 program.

Approach:

On site project team selected to work with Supplier to assist in material sourcing, productivity gains and improved delivery performance.

OUTCOME:

Successful Project working with supplier teams in reducing delivery lead times to the customer. Various Lean tools (Capacity reviews, control builds, VSM’s) were utilized in events to further reduce cycle times in key operation processes. Our supply chain teams worked well with the supplier in mitigating risk and expediting key materials to the program.

CLIENT:

DELTA AIRLINES

ASSIGMENT:

Work with VT Volant (AC Interiors Supplier) in the custom design and manufacturing/Delivery of 27 lavatory modules for Delta Airlines AC 757 targeted for National Basketball Association.

Approach:

Implement a project team to partner with supplier and support on-site efforts and drive improved performance in both delivery and product quality.

OUTCOME:

Successful Project supporting DAL (Delta Airlines), Managed through several operational and delivery constraints with supplier. OTD 6-month average improved from 40 to 95%. Continuous improvement programs implemented driving operational gains in productivity, delivery and quality performance.

Current State Model:

Supplier experienced rapid program growth within a 2- year period with several Aviation groups and OEM’s. On time delivery (OTD) and quality defects significantly constrained the operation as well as customer delivery commitments.

Project Benefits:

Developed site configuration plan for manufacturing operation located on 25-acre campus in Southern California. Plan configuration addressed several operational constraints within the Final assembly, Sub Assembly and bonding operations. The following performance improvements were recognized within 12-month period subsequent to implementation:

•  Productivity gains equal to 40% recognized from newly configured site plan.
•  OTD improved from 39% to over 95% with 12 months after implementation
•  Product quality (defects) improved and ZDP (zero defect plan) developed
for operation.
•  Improvements recognized in infrastructure and cost savings due to
elimination of NVA(Non Value add), higher machining utilization and
process improvement.

CLIENT:

Masonite International

Assignment:

Appointed by the Board and Private Equity Investor to turnaround and re-energize the company to fulfill its potential as a global market leader.

Approach:

Implement a project team to partner and provide oversight across several facilities and assist in driving improved operational performance in both delivery and product quality. Implement transformation plans to drive gains in operational efficiency, capacity and utilization across North America manufacturing facilities.

Outcome:

Led successful turnaround. Restored profitability and positive cash flow; drove productivity and SG&A spending cuts. Achieved top line growth through new commercial strategies.

Managed activities of 13 plants and led rationalization of manufacturing network; designed and implemented breakthrough productivity improvement program identifying savings opportunities; reduced working capital.

Elevated safety awareness in the facility and posted a record achievement of 501 days without a recordable injury. TIR reduced from 6.65 to zero incidents or a 100%improvement.

Improved Customer OTD rates from 77% to 99.5% on time and complete by establishing level loaded production schedule for all operations. Program generated positive results with improved lead times and reductions in backorder commitments.

CLIENT:

Several OEM & Tier-1 Clients

ASSIGMENT:

Several assignments requiring turnaround and improvement interventions to get back-on-track; improve productivity and quality; reduce costs and free-up additional capacity; machining utilization and process improvement.

ASSIGMENT:

Understand the project requirements, (i.e. specification, deliverables etc.); ‘read- the-supplier’ understand situation & problem solve; introduce various lean toolsets and other improvement initiatives; coaching, mentoring & training leadership, staff & shop floor personnel.

OUTCOME:

Successful supplier turnaround’s, embedding of improvement methodologies and creating all round cultural change. Led to overall efficiency gains, lead-time, cost and waste reduction.