Integration
- Integration of Three Separate Companies
- Industrial Distribution Company Moves to Single Best-In-Class VMI Using Strategic Software Selection Method
- $1,350,000 Annual Savings Realized by Window-covering Manufacturer
- Combine Four Locations Into One
- Acquisition and Manufacturing Integration
- Roll-Up of Companies Had Failed to Yield Cost Savings
Interim Management
- Performance Turnaround of Recent Acquisition
- Interim Plant Manager Drives Turnaround (Another Success Story)
- Service Provider Turnaround (Leadership Case Study)
- Interim Operations Leadership Needed
- Leader Needed To Hit Cost and Schedule Commitments
- Supply Chain Leader Departed Suddenly
- Hydration Product Manufacturer Struggled with Significant Growth and Demand
- Loss of Faith in Sourcing Director
Information Technology
- Halving Estimating Process Cycle Time
- Salesforce.com Implementation
- Merging IT After Integration
- Control of Spending in Oil Fields
Behavioral Safety
LeanSigma Leadership Initiatives
- A Lesson Worth Millions: Learning and Applying Lean While Earning a 10X Return
- Assimilated Acquisition Had Long Lead Times, Poor Delivery Performance, and High Labor Costs
Lean Operations
- Lean In Value Added Distribution (With Examples)
- Unleashing Potential Using Lean Techniques
- European Manufacturer Losing Market Share
- Assembly Site Production Consolidation
- Factory Lead Times Exceeded Customer Requirements
- Reducing Manufacturing Costs
- Production Costs Erode Margins
- Lengthy Cycle Times and Excessive Inventory
- Slow Manufacturing Cycle and High Product Costs
- Oil Producer’s Equipment Replacement Increased Duration of Maintenance Turnaround
- High-End Electronics Assembly Product Line Delays
- 25 Percent Plant Capacity Increase Needed
- Welding Processes Constrains Facility
- Labor, Cycle Time, Inventory, Delivery Issues Addressed
- Manufacturer Nearing Facility Maximum Capacity
Baseline
- Baseline Approach Results in Over $4m Saved
- Slow Sales Growth/Lengthy Product Development
- Severe Supply and Inventory Issues
Business Process Improvement
- Lengthy Closing Process Thwarts Proactive Management
- Closing Process Improved by 300%
- Inquiry-to-Quote Process Yields Poor Results
- Robust Annual Growth Stresses Supply Chain, Planning Processes
- Forecasting and Inventory Turns Improvement Needed
- Strategic Planning and Implementation
- Vendor On-Time Delivery and Communications
- Lengthy Order–to–Customer Cycle Time
- Excessive Sales Force Turnovers
- Recovering Company Owned Rental Equipment
- Product Specs/Customer Timing for Technology Start Up
- Reducing Quality-Related Customer Complaints
- Long Lead-Times for Make-to-Stock/Make-to-Order Products
Developing LeanSigma Leaders
Due Diligence
- Cosmetic Products Packaging Company EBITDA Assessment (And Why It Matters)
- Due Diligence for Garage Flooring Manufacturer
- Identify Potential Sourcing Savings of Merger
- Pending Carve-Out Acquisition Presents Interesting Twist
- Due Diligence and Follow-up Plan To Achieve Growth Goals
Strategic Sourcing
- Implementing Strategic Sourcing With Subsequent Cost Savings
- Leveraging Purchasing Strength
- Eroding Margins