Project – Machine Manufacturing Facility
Facility was busy and limited information went to the floor from the office. The culture was dysfunctional, with lots of complaining. The NCR rate was huge and no thought out plans were in place to address the issue. Facility did not act on abusive behaviour, limited standards and limited to no follow-through and accountability. The engineering department was challenged with accuracy and providing documents in a timely manner. The facility also was occupied by two separate companies and two different set of rules. Administrative practices and costs were out to lunch, resulting in inventory being lost, and not balancing. Purchasing practices significantly affected cash flow. There were multiple silos within and the company between and departments. Staff consistently skipped steps to get the product out the door, which increased costs, frustrations, and deliveries.
Systematized the company’s job costing and production processes:
- Implemented a team process such that accurate costing for all jobs was obtained within four months.
- Conducted skills analyses and subsequently defined a structural process whereby a few staff members were repurposed and core duties allocated to others. This shift resulted in all staff attaining an in-depth understanding of the business, with regards to the importance if both their roles and responsibilities as well as those of others. This process promoted optimum employee buy-in and unilateral support for the company.
- Effectively steered and transitioned operations and planning that established the company as an API- and ISO-certified facility.
- Implemented a maintenance program to ensure proper equipment maintenance and status follow-up. This program further improved the operational efficiency of equipment, increased the sense of unity and pride among employees, and drove NCRs to well below defined industry standards.
- Directed a cross-training program for the company, enabling employees to operate different machines. Consequently, company could efficiently manufacture high-end complex projects on-time and below budget.
- Held weekly team meeting, where department heads had to speak and were held accountable
- Redesigned the administrative, communication and filing practices of the facility.
Results: 25% employee efficiency increase, $500,000 savings, seamless process system and culture.
Project – Qatar
Problem: Casing and threading company unable to compete in competitive premium threading market.
- Operational analysis determined that their casing threading facility required computer graph torque values for each joint.
- Sourced, shipped, installed, and trained department on the use of a torque turn computer system.
- Kept costs down, while still being able to provide an easy to use premium product.
Results: Success in obtaining multi-million dollar contracts.
Project – Trinidad
Problem: Facility management and staff was a revolving door with limited to no standards being enforced. Purchasing and inventory habits and practices added significant costs to operations. Production staff felt that they were in complete control of what goes on in the facility, resulting in equipment not being properly maintained, unit production costs went through the roof, along with destructive silos being formed. There were also a few significant injuries which added to the operational expenses. Because of the operational problems limited funds were being distributed to the well-being of the facility.
Transform a deteriorating business unit into a profitable and productive business.
- Performed a staff analysis and skills assessment
- Changed facility work culture from being based on one of entitlement involving poor communication and low production numbers, to a low-cost productive environment where people enjoyed working.
- Cross training program, where employees learned new skills and created new habits
- Took over all facility purchasing
- Created a production charting system, C/W flow charts, SOP’s and accountability best practices
- Charted everything to get costs and old habits under control.
- Held accountable weekly production meeting.
Results: $75,000 in savings.
Project – Manufacturing Facility
Problem: Facility management and staff was a revolving door with limited to no standards being enforced. Purchasing and inventory habits and practices added significant costs to operations. Production staff felt that they were in complete control of what goes on in the facility, resulting in equipment not being properly maintained, unit production costs went through the roof, along with destructive silos being formed. There were also a few significant injuries which added to the operational expenses. Because of the operational problems limited funds were being distributed to the well-being of the facility. Transform a deteriorating business unit into a profitable and productive business.
- Changed facility work culture from being based on one of entitlement with poor communication and production numbers, to a low-cost productive environment where people enjoyed working.
Results: Eliminated staff turnover and inventory dysfunction, resulting in reducing operating costs by 70% in just four months (1.23 million in savings).
Project – Service Company (Western Hemisphere & Russia)
Problem: Service department worked of the buddy system, and on a complaint first priority system. Customers not being services or paying their bills when they were. Manager unsure of what equipment was in the field and when it was serviced.
Required an assessment of current processes and technical data to determine requirements for creating a proactive international service department.
Assessment results revealed:
- Poor communication and documentation.
- Ad-hoc reactive scheduling.
- Clients taking many months to pay, or not paying for services provided.
- Inconsistent logistical and travel issues.
- Created and implemented a series of defined processes and action plans that took into consideration country and company service requirements.
- Communicated with each country and company on their expectations, logistical challenges, and tooling limitations, and set specific deliverables that ensured proper parts and equipment were on the ground and at each location before the arrival of technicians.
- Created a comprehensive database of all clients and their equipment.
- Created a comprehensive shared scheduling system that displayed and tracked all services.
- Armed technicians with computers, electronic forms, and memory sticks to ensure all information was electronically captured in the field at the time of servicing.
- Created terms and C/W electronic billing systems to ensure services and department were paid in a timely manner. Along with this system, a linked paper and electronic filing system was created to ensure accurate data was captured and maintained.
Results: Many happy clients, increased new product sales and confidence
Excluding the new sales revenue the service department had an 800% increase (USD 850,000) in revenue in eight months.