consumer packaged goods

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.

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.

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.

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.

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.

GROWING MANUFACTURER INCREASES OUTPUT

GROWING MANUFACTURER INCREASES OUTPUT

A food and beverage company was excited about projected sales growth for one of their products and knew increased demand would soon outpace their production capabilities. They were planning a multi-million-dollar capital expansion to meet this demand which showed an attractive return. Even with this viable option on the table, leaders were curious whether an alternative existed that could meet their demand needs faster and at lower cost.