Client Success
Stories
We Do,
Stories Speak
Client success stories provide insights into how Kepner-Tregoe consulting and training services resulted in measurable improvements in targeted KPIs.
Client success stories are organized by industry, but many are relevant across industries because they illustrate dramatic results based on the application of analytic thinking to the problems, plans and decisions made by individuals and teams in our increasingly digitized and changing business environment.
When Advanced Technology Presents Problems Never Seen Before, KT Problem Analysis Prevails
Challenge
As part of a joint development agreement with a European R&D center, TEL engineers are developing a new high-k semiconductor process based around the company’s TELFORMULA vertical mini-batch furnace using 12-inch silicon wafers. The experimental process was tested in Japan and transferred to the customer site’s machine—one of a handful of similar tools worldwide. After initial success, the product from the customer tool began to exhibit poor thickness repeatability. This was blamed on tool-to-tool variances and addressed by tuning the process. When this did not fully resolve the problem, a specialist was flown from Japan to assist in finding the cause. While he was able to address some minor issues, the thickness problem remained unresolved. Eighteen months after installation, the tool was still unreliable.
Result
Using KT rational process, an 18-month old problem was resolved in two months, full confidence in the state-of-the-art tool was restored, and the relationship between TEL and the client was strengthened. Today this Problem Analysis is used in engineer education and it is credited with opening new lines of global communication. During this same period at the R&D lab, ongoing problems with a competitor’s tool were never resolved and the tool was abandoned by the competitor. When the customer’s new technology is eventually adopted, TEL is poised to provide more new tools—each with a multi-million dollar price tag.
Rio Tinto’s Kennecott Utah Copper Copperton Concentrator Plant
Challenge
Each year the concentrator plant at Kennecott Utah Copper is shutdown a total of 36 times. This is necessary to maintain critical equipment—as essential repairs and upgrades are completed. The issue at the Bingham plant was that the length of downtime was causing a bottleneck in the overall process. As the production process is suspended, so is the sale of copper and other associated materials representing millions of dollars in lost revenue. KUCC has a strong corporate culture that produces many highly-skilled and experienced staff passionate about their work. Even with remarkable dedication and hard work, the shutdown process continued to show variations in the stated time, cost, and scope. With a commitment to improve this result, KUCC invited Kepner-Tregoe (KT) to assess the situation and work with their team to eliminate the bottleneck.
Result
The collaboration and implementation paid off. The shutdown process saved over $11 million in the first year of implementation. On-time performance improved by 60% and is tracking towards world-class results. key performance Indicators (KPls) for shutdown performance improved over all prior years. Team performance (on-scope, on-cost) improved by 60%. Shutdown administrative work load fell by over 50% allowing team members to focus on other areas such as reducing cost or generating more revenue. All Injury Frequency Rate (AIFR) improved, advancing a strong safety culture which is a core value of KUCC. The concentrator plant improved to the point where it is no longer the bottleneck in the process. Team confidence has increased as stress has been reduced. There is a renewed sense of confidence at KUCC as they now manage their business proactively.
Problem Analysis Improves Productivity
Challenge
Build-up in the reactor tanks requires inspection and cleaning after a set number of batches. Cleaning was done after every three or four batches until the 1970s when suppressants were developed that reduced build-up to levels that required cleaning after 30 batches. In the 1990s, a new mix and application should have allowed the plant to extend maintenance to 200 batches between inspections and thousands of batches between cleanings. However the Laverton reactors still needed more frequent cleaning, which added time and cost to production.
Result
The initial objective was to extend the life between cleanings to 250 batches. When the project was declared complete, one reactor was at 450 batches and still going strong and the other had achieved a successful 250-batch inspection after the last set of changes had been made. The increase in productive time added 3,000 tons of PVC resin production and significantly improved profit. However the biggest effect was that the initial project acted as an enabler for additional productivity improvements. Ultimately, improvements increased annualized production by over 20,000 tons, with a significant increase in profit.
Planned shutdown shaves seven days from schedule
Challenge
A premier steel long products manufacturer and metals distributor actively seeks ways to maintain its strong market position and fulfill demand for product. While planned shutdowns produced satisfactory results at its steel mills, the company was determined to do better. By reducing the length of time of an upcoming shut, a key steel mill could meet urgent demand for product. However this challenge would be complicated by changes in personnel—a new planning team under the leadership of a new shutdown coordinator.
Result
The shutdown was completed safely, on budget, and within the allocated 12 days, which was seven days faster than earlier shutdowns. The accelerated schedule was met with no lost time or medical treatment injuries. Opportunities for improvements are in place to further improve future shutdowns. The experience set new standards for the shutdown team and shutdown management. Feedback from the regional management teams was that this was the best shutdown execution they had observed across the business.
Planned Maintenance Shutdown Is Ahead of Schedule and Under Budget
Challenge
Cement production starts with mining limestone, crushing it into meal, and then converting it at high temperatures into clinker, the intermediate product for making cement. Cement Australia produces half of its clinker at its Gladstone plant. Each year, necessary maintenance is performed during a major plant shutdown. If the shutdown runs over the budgeted timeframe, it has a significant financial impact on the business. Capacity is constrained and the plant cannot service the market.
Result
The teamwork and planning paid off. Performance dramatically improved against the previous year and beat all KPI targets. The shutdown exceeded expectations, coming in 4.5 days ahead of schedule and a half million dollars under budget. Based on this success, there is a confidence that there will be new successes in future shutdowns.
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high-impact issues, supporting smoother and more
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KT's unique critical thinking methods are designed to
support you in situations of maximum stress. When it
really matters that you find the best solution, the KT
toolkit is proven to deliver.
Process Plus Experience
KT consultants have a wealth of experience in
supporting clients use of the KT methods in a wide
variety of industries and situations. We can help you
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