A molded plastics manufacturing company was dealing with major quality issues. Their equipment was not consistently producing good product. To compensate, employees were being moved from running production to non-value adding work to mask the quality problem by trimming flashed plastic on ready-to-ship products.
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.
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.
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.
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.
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?”
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.
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.
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.
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.
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.
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.