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.
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.
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.
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 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?”
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.
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.
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.
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.
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.