finding opportunity

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.

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.

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.

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.

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.

Large maintenance shop reduces engine change out time by over 80%, boosting production and saving capital

Large maintenance shop reduces engine change out time by over 80%, boosting production and saving capital

An open pit mine was growing production, needing more heavy hauling trucks to move payload throughout the mine. Maintenance leaders in the mine were challenged to get more run hours from their existing trucks while incorporating new trucks into their already full maintenance schedule.

EXITING SCOPING STUDY WITH GREAT ECONOMICS AND HIGH CERTAINTY

EXITING SCOPING STUDY WITH GREAT ECONOMICS AND HIGH CERTAINTY

Time was of the essence for a senior miner with a remote operation. After developing over 60 scenario alternatives for extending operations, the most attractive option failed to meet the investment threshold, requiring at least a 35% increase in IRR. With 4 years of initial mine life remaining, the future of the operation was in question despite a significant investment to date, a capable workforce and known developable resources.

BEYOND TRADITIONAL VALUE ENGINEERING

BEYOND TRADITIONAL VALUE ENGINEERING

At Stroud, we reject the notion that projects will naturally gravitate toward a definitive optimum of cost, quality and schedule. We have nurtured and developed a powerful analytical approach to rapidly determine the constraint-free, theoretical maximum potential of any project case. With this approach, we pull alongside your people and genuinely help them to find and realize more opportunity to enhance their project’s outcome than they currently believe exists. The solutions are theirs and they own the success.

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.

CHEMICAL PROCESS OUTPUT INCREASED 80%

CHEMICAL PROCESS OUTPUT INCREASED 80%

Leaders at a bio-refinery were aiming to capitalize on increasing product demand. The trouble was available feed quality was decreasing. Seeing limited opportunity to raise production with lower-quality feedstock, the leadership team was concerned that a rushed, multi-million dollar equipment upgrade may be the only option. They worried that an expensive, time-intensive capital solution would be risky if the emerging market underperformed. They brought in Stroud to help the refinery meet increased demand with their existing asset base while utilizing lower-grade input feed.