• Poor performing plant acquired from GE (6 Sigma), could not ramp up for new products/growing demand.
• Poor on-time delivery to customers only 68% and over 4,000 customer PPM causing serious business risk.
• Costs out of control (inventory and scrap double target; overtime 4X target; premium freight 5X target; labor productivity 41% below target.

• Improved Equipment maintenance to add capacity and reliability.
• Created “model line” for key products (40% of volume) with level pull based on customer demand, kanban, visual management, standardized work and rapid problem solving.
• Transformed production planning process and shop-floor control to support pull system.

• Plant-wide capacity increased 38% in 10 months with minimal investment.
• Regained customer confidence and continued growth.
• Generated $1.3 operating cost reduction & $2.8 MM cash flow
• Since 2008 Corporation has grown from $1.4 billion additional to $4 billion revenue.

New competitive technology products eroding margins
High costs and long lead-times resulting in market share losses

$100 million cash freed up in two years
Used to acquire one of their largest competitors
Won global parent company competition for best business unit world-wide

• Declining market, low-cost competition and unsuccessful innovation causing multi-year revenue declines
• Four-year tools and results-focused Lean and Six Sigma cost savings preserved profits.
• Insufficient process focus and root cause problem solving caused performance decline in 5th year

• Guided implementation of Lean System Thinking Leadership to understand needed process improvements to deliver targeted results—both short-term and strategic.
• Expanded improvement efforts to entire supply chain, including JIT logistics, supplier development and customer collaboration. Refocused mid-management on cross-functional process improvement for lasting results.
• Facilitated management decision-making to transform innovation and demand creation as a system to restore growth.

• Key customer relations strengthened—won “Supplier of the Year” award from largest customer.
• Transformed Innovation process generation over $100 million of new sales annually.
• A culture of Lean Leaders—feeder of expertise to corporation.

Consolidate acquisition of large U.S. competitor
Free up capital and space for expansion in Mexico
Reduce costs to meet customer cost down requirements

Liberated >$150 million inventory cash, supported growth
Acquired division of European competitor in Mexico
Won 2001 President’s Award – best of 26 business units worldwide

Capital-intensive compression molding business needs cash and lower costs for growth.
Expensive quality problem eroding market share.

Led TPS implementation in the business unit’s 4 plants in U.S. & Mexico

Claims expense dropped 71%
Grew business 10% with the same headcount & capital equipment
Won 2002 President’s Award – best of 26 business units worldwide

ROC = 2% vs. 15% target. CEO threatened to close division for sub par profitability
No Logistics Department or expertise; only one traffic specialist in each of 2 plants

Supported top management in development of logistics manager
Coached management to implement Lean logistics integrated with Lean manufacturing

Logistics manager has been able to continue on his own and has become a company-wide leader of logistics improvements

Supplier to automotive OEM’s in era of price deflation, causing eroding margins
Low cost overseas sourcing was a growing threat to market share

Connect processes, reduce changeover time, reduce batch
Shrink lead time to increase operational flexibility

Established North American Parts Logistics Division (’93)
Developed organization, systems, facilities, supply chain