planning ahead

A Clear Understanding of a Facility’s Problems Uncovered Vast Potential for Improvement

A Clear Understanding of a Facility’s Problems Uncovered Vast Potential for Improvement

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 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.

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.

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.

New Oil and Gas Facility Recovers Lost Time by Ramping-Up to Full Capacity in Half the Time

New Oil and Gas Facility Recovers Lost Time by Ramping-Up to Full Capacity in Half the Time

Having been completed behind schedule, a new oil and gas facility was under additional pressure to perform. With a planned 18-month period to achieve design production rates, an effort was launched to seek improvements to accelerate this ramp up.

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.