To thrive you must continuously improve and refine all aspects of your business. Success is found in identifying the best areas for improvement to maximize value creation with the limited resources you have available.
Finding the most direct route to the best improvement opportunities yields greater results in an accelerated timeframe. Executing too many projects in an unfocused manner diminishes the potential for value.
Understanding how to use data to support analytic problem solving and decision making enables employees to pursue improvements and identify potential risks and opportunities.
After a period of time, people tend to revert back to the previous norm. Sustainability must be built into improvements so that change continues to be reinforced and measured going forward.
After a major capital investment at its biscuit factory at Papakura, Griffin's needed to address several variables impacting overall conversion cost. The site was struggling with high waste, high downtime and planning deficiencies. Overall workflow was not conducive to producing at the lowest possible conversion cost.
improvement in Operational Efficiency
improvement in production rate
For overall results, Operational Efficiency (OE) - the measure of line performance relative to a theoretical maximum achievable throughput rate - was used to measure success. To achieve an OE of 100%, the line must run at its maximum theoretical throughput rate with zero plant downtime and product waste. At the conclusion of the KT engagement, the plant achieved:
reduction in change over time
BAE Electronic Solutions in Manassas, Virginia, was using multiple troubleshooting approaches with inconsistent, time-consuming results - and clients were noticing.
savings from 10 largest KT applications
KT applications in 18 months
In 18 months, BAE Manassas documented 68 KT applications, with the 10 largest yielding over $2 million in savings. Positive cultural changes came from increased interaction among the technical team, improved productivity and better morale. Customer quality assurance audits reported marked improvements in BAE’s ability to troubleshoot issues quickly.
Fokker wanted to increase their issue resolution maturity. This meant improving the quality and completeness of information about problems, accelerating root cause analysis and involving the right people at the right time.
Million Euro decrease in spin-off costs
Non-Conformity reduction in 3 years in specific departments
Success has been measured in a drastic reduction in non-conformities which is saving millions of Euros yearly. A proactive culture has replaced the “firefighting” of reactive problem solving.
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