How a Leading Coffee Roaster Simultaneously Added Volume and Reduced Overtime

How a Leading Coffee Roaster Simultaneously Added Volume and Reduced Overtime

Stroud partnered with a leading national roaster, manufacturer, wholesaler, and distributor of high-quality branded and private label coffees. The goal was to quickly reduce Saturday overtime without any added capital investment or automation.

At Risk of Losing Their Largest Customer, A Manufacturer Improves On-Time Delivery by 45% in 6 Weeks

At Risk of Losing Their Largest Customer, A Manufacturer Improves On-Time Delivery by 45% in 6 Weeks

A furniture company had a problem with their on-time delivery for as long as anyone could remember - on average over half of their deliveries arrived late at the customers. The company did not receive adequate data from their transport suppliers to understand if the plant was producing late or transport took too long. However, based on their calculations they believed most of the pieces were leaving the plant on time, so transport was thought to be the problem.

A Mining Operation Re-examines Their Problem Solving Approach and Discovers a Simple Solution

A Mining Operation Re-examines Their Problem Solving Approach and Discovers a Simple Solution

The performance of a large ore processing plant was being hampered by a big problem; apparently with its initial flotation cells. Downstream equipment was frequently fouling up with waste and the performance of the flotation cells, which initially separate the desirable product from waste material, were being blamed. Plugged nozzles at the downstream centrifuges were regularly taking units out of service for cleaning and repair.

Mature Underground Mine Kickstarts Transformation Effort with 20% Improvement in Tons per Blast

Mature Underground Mine Kickstarts Transformation Effort with 20% Improvement in Tons per Blast

A mature underground mining operation needed to substantially reduce its production costs to buffer against falling metal prices. The organization had made the difficult cuts to preserve cash in the immediate term and now sought a means of genuinely improve mining performance, with a substantial, in-year cash flow impact. The challenge was that performance had been flat for many years, creating a sense that the operation was already performing at its full potential. 

Aggressive Footprint Consolidation Made Possible By Step-Change Increase in Throughput

Aggressive Footprint Consolidation Made Possible By Step-Change Increase in Throughput

An $8 billion consumer products company was facing intense price pressure passed down through the supply chain due to increased competition from low cost manufacturers in other countries. Prices were being continually driven down and results had moved into the red. An industry expert’s report stated that “The company cannot continue to be the high quality industry supplier and remain price competitive.” Without significant cost improvements the company faced the potential for drastically reduced profits and market share.

Capital Debottlenecking Opportunity Debated for Four Years, Brought to Resolution in Six Weeks

Capital Debottlenecking Opportunity Debated for Four Years, Brought to Resolution in Six Weeks

A senior oil & gas operator was seeking to debottleneck an offshore gas development through a brownfield capital project. Over the course of 4 years, the local team had twice developed, and then rejected, proposed design concepts because they were only marginally economic. Having entered a period of increased cost scrutiny, the concept development team needed to either come up with a third (and miraculously stronger) design concept in a hurry or abandon their expansion plans.

Breakthrough Reduction in Sustaining Capital Costs Assures the Future of a Flagship Oil & Gas Development

Breakthrough Reduction in Sustaining Capital Costs Assures the Future of a Flagship Oil & Gas Development

An energy major was seeing deteriorating economics in one of their upstream oil & gas developments. The cost of their sustaining well pad program, which was required to bring new reserves online as current reserves were depleted, was steadily rising, threatening the development of future growth phases. The increase appeared to be somewhat linked to market prices. However, it had also become clear that healthily challenging the legacy pad design, performance requirements, and technical standards to produce a better, simpler, and cheaper design was much harder that the organization had first thought.

A top mining operation goes beyond benchmarks to reduce its cost per ton by over 10%

A top mining operation goes beyond benchmarks to reduce its cost per ton by over 10%

A large open-pit mining operation needed to reduce costs, but a competitive benchmarking study had shown they were already the best among their peers in overall performance. Rather than being satisfied with this, the mine team knew their current performance was still not enough to meet their organization's expectations. They called in Stroud to help them go beyond the benchmark.

Oil and Gas Facility Doubles Output by Finding Opportunity Where None was Believed to Exist

Oil and Gas Facility Doubles Output by Finding Opportunity Where None was Believed to Exist

An upstream oil & gas facility was struggling to reach its design production capacity. After years of grappling with technical problems and maintenance issues, some in the management team felt that the plant was “lucky” to be operating where it was. Plans for a series of capital projects to increase capacity had become the main focus. However, with multi year timelines required to execute these projects, the company stood to defer nearly a billion dollars in revenue and was running out of options.

Turning product mix and varying run lengths into a strategic advantage

Turning product mix and varying run lengths into a strategic advantage

A contract aerosol manufacturer, built through acquisitions, was looking to consolidate its manufacturing into a single location. They had accumulated an incredibly diverse product line and, within that, very diverse order patterns and sizes.

The CEO was concerned with two main challenges: “How do we best schedule our production and manage our inventory?” and “What should we work on first to improve?”

Resurrecting operations following a failed ERP launch

Resurrecting operations following a failed ERP launch

A rapidly expanding food processing company implemented an enterprise resource planning system that left the leadership effectively blind to key metrics and processes such as inventory levels, production planning, scheduling, raw material needs, waste levels, and line performance.

Creating the belief that more is possible - Meeting the needs of the head and the heart

Creating the belief that more is possible - Meeting the needs of the head and the heart

In order to improve yield within a manufacturing facility, one must first create the belief that there is more opportunity to realize. In this case study we show two different ways we created this belief in organizations that needed to realize significant opportunity.

Stalled Capital Project Revived and Completed Successfully, Well Ahead of Schedule and Under Budget

Stalled Capital Project Revived and Completed Successfully, Well Ahead of Schedule and Under Budget

A senior oil and gas operator saw a timely opportunity to create value with a brownfield capital addition. If the proposed addition could be brought online soon enough then substantial additional output could be created before the next major phase of capital development.

ENABLING SALES GROWTH WITH BREAKTHROUGH CAPACITY INCREASE

ENABLING SALES GROWTH WITH BREAKTHROUGH CAPACITY INCREASE

Amidst unprecedented market growth a food processing company was expecting 20% year-on-year revenue increases, and was reaching the limit of their capacity to meet demand. During the previous three years production lines had been pushed to nameplate rates, downtime had been reduced to world-class levels, and production schedules had been optimized to keep up with incoming orders. With years of improvement already realized, many believed that there was little opportunity to improve capacity without a major capital expansion.

ORE THROUGHPUT INCREASE

ORE THROUGHPUT INCREASE

An oil sands mine operator was looking for its next game-changing improvement following a series of debottlenecking and optimization investments. Company leadership believed opportunity must exist in their current asset, but were struggling to highlight it given all of the improvement they’d achieved.

REDUCING QUALITY FAILURES BY 90%

REDUCING QUALITY FAILURES BY 90%

A leading beverage producer was weeks away from cancelling their “back-to-school” product launch due to contamination in their signature product. One production line had been shut down because its cartons were consistently contaminated. Leaders felt stuck between a rock and a hard place. On one hand, now running that line meant missing “back-to-school” demand. On the other, running the line to meet demand risked contamination in a product they market to children.

GOING BEYOND QUALITY BENCHMARKS

GOING BEYOND QUALITY BENCHMARKS

A leading chemicals manufacturer had successfully driven their operating cost to best-in-class levels within the stringent quality regulations of their product. Continuing cost pressure left plant leadership uncertain how their facility would further reduce cost beyond industry benchmark levels while maintaining quality. The team partnered with Stroud to find and deliver bottom-line improvements while improving overall product quality.

ACCELERATING A MAJOR GROWTH PROJECT

ACCELERATING A MAJOR GROWTH PROJECT

In any new industrial facility, the time from when the project is first conceived to when it first generates revenue is pivotal to its financial performance. During the construction phase, every day that can be saved means avoiding costly overhead and bringing operating revenue forward in time.

SUPPLY CHAIN TRANSFORMATION

SUPPLY CHAIN TRANSFORMATION

One of the world’s largest confectionery companies wanted to radically improve their supply chain performance in parallel with a global restructuring effort. The company faced immediate cost pressure from increased commodity prices, making near-term cost savings a necessity for their reorganization.