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Turnaround through operations improvement (9 months), followed by
World Class by Principles project – Dr Schonberger's 16 Principles (12 months)
Context
The company was struggling to meet deadlines and remain profitable, with sales declining under increasingly stiffer international competition
Scope
- Developed in-process quality control procedures
- Established visual scheduling and Kanban systems
- Established first level preventive maintenance and on-the-job training schemes
- Initiated machines capability study and supply chain review
- Investigated costing model and pricing strategy to regain market share
- Implemented comprehensive management and reporting framework
Compounded achievements (over the projects' two fiscal years)
- Sales increased by 88%
- EBITDA up 13 points (% of Sales)
- Company steadily growing in Singapore and expanding into China
Return on investment 9:1 (annualised benefits compared to projects fees)
Focussed operational improvements (16 months)
Context
Facing increasing international competition, the company had identified lead-times and on-time delivery as critical competitive factors and was investigating ways to further enhance its operational performance (e.g. 4-sigma on-time delivery performance target)
Scope
- Converted production mode from batch to actual make-to-order (demand flow)
- Implemented Lean Manufacturing techniques (visual management, WIP reduction)
- Initiated a Total Preventive Maintenance scheme
- Assessed critical equipment output capacity through OEE and SMED studies
- Assessed office performance through time-based activity study
Achievements (over the projects period)
- Production throughput time reduced by around 60%
- Inventory turns up 40%
- Late deliveries rate (as % of line items) down 71%
Return on investment : N/A (accounts not disclosed)
I. Turnaround through operations improvement (18 months)
Context
The company was struggling to meet customers' demand (quantity & quality) and was incurring operating losses
Scope
- Performed detailed OEE and cycle time studies for each production line
- Implemented process control and preventive maintenance schemes
- Streamlined scheduling, synchronised processes and reduced WIP along the flow
- Introduced one-point lessons and coached production teams on the shop floor
Achievements (over the projects' two fiscal years)
- Sales increased by 48%
- EBITDA up 10 points (% of Sales)
- Profitability restored within 4 months
Return on investment 21:1 (annualised benefits compared to projects fees)
Case featured in the national press (government-sponsored NCOQ programme)
II. Government-sponsored programmes with successful certifications
Singapore Quality Class, People Developer, On-the-Job Training
Turnaround through operations improvement (7 months)
Context
The company was struggling to cope with orders (quality and lead-times) and had experienced operating losses
Scope
- Improved housekeeping standards and initiated systematic quality review
- Enhanced documentation formalisation, standardisation and filing
- Streamlined scheduling, introduced Kanban systems and reduced WIP
Achievements (over the project fiscal year)
- Sales increased by 77%
- EBITDA up 9 points (% of Sales)
- Profitability restored
Return on investment 9:1 (annualised benefits compared to project fees)
Focussed operational improvements (7 months)
Context
To increase its manufacturing flexibility and capacity, the company was committed to increasing the OEE of all its processes, with a focus on printing set-up time reduction
Scope
- Carried out detailed SMED and OEE studies for all processes, focussing on printing
- Followed-up implementation of suggested action plans by direct coaching
Achievements (over the project period)
- Printing set-up time consistently reduced by 33%
Return on investment : N/A (accounts not disclosed)
Overall operational performance enhancement (9 months)
Context
The company had decided to position itself on an international gift market niche, and was therefore willing to enhance its manufacturing performance accordingly
Scope
- Enhanced process control and WIP reduction (production and QC teams coaching)
- Reduced finished goods inventory (dynamic setting of MRP scheduling parameters)
- Established gold yield monitoring system (specific mass balance control spreadsheet)
Achievements (over the project period)
- Rejects rate reduced by 15%
- Finished goods inventory holding costs reduced by 16%
- Unaccounted gold usage reduced by 81%
Return on investment 3:1 (annualised benefits compared to project fees)
Overall operational performance enhancement – Sales and Manufacturing (6 months)
Context
The company was experiencing sluggish growth with high operating costs, late deliveries and quality issues
Scope
- Formalised market prospecting and sales team activity monitoring
- Enhanced housekeeping standards, in-process inspection and quality reviews
- Introduced visual scheduling, formalised and monitored WIP along the flow
- Reviewed purchasing policy
Achievements (over the project period)
- Sales increased by 27%
- Net profit up 15 points (% of Sales)
Return on investment 8:1 (annualised benefits compared to project fees)
Overall operational performance enhancement (6 months)
Context
Facing growing competition from developing countries on its export markets, the company was investigating ways to reduce its operating costs by optimising its internal resources utilisation whilst complying with stringent safety and environmental protection standards
Scope
- Performed detailed studies of manufacturing, logistics, lab and admin processes
- Simplified planning, scheduling and inventory management tools
- Simplified logistics and admin workflow
- Developed a safety appraisal scheme based on demerit points
Achievements (over the project period)
- Operating costs reduced by 11%
Return on investment 3:1 (annualised benefits compared to project fees) |
