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[ 1 MINUTE CASE STUDY SERIES ]
The president of a third generation family-owned business approached Trivalent Solutions to help improve several key customer service measurements that were not meeting expectations. The company had outgrown its current processes and procedures. It had also implemented an ERP package three years earlier that was not properly integrated with their operations and was not being used effectively.
Trivalent assessed and documented the current "as is" state of three key processes within the company using employee interviews, functional department reviews and a cross-functional employee team. An "as is" process map was developed for each process.
After validating the process maps, we made high-level improvement recommendations to eliminate non-value adding activities, series instead of parallel steps, and poor quality and process controls.
Based on the approved recommendations, we developed a future "to be" state for the three process which made effective use of current resources and had a direct impact on picking efficiency, inventory accuracy, inventory turns, order fill rates and back orders.
The company was able to reallocate key resources to more value-adding activities. As a result, it achieved an 80% reduction in back orders, and inventory accuracy improved to above 97% with a significant increase in inventory turns for A items. The company increased its on-time deliveries and fill rates for orders, and is now able to provide accurate delivery information to customers.
Trivalent Solutions is a process improvement consulting firm. We help clients achieve operational effectiveness by aligning departments, people, functions and technology using our process improvement methodology. 100% ROI guaranteed.
For more information on this case study or to schedule an appointment to speak directly to our client about the results achieved, call us at (847) 256-7540.
Download a PDF version of this case study
The COO of a client company called Trivalent Solutions saying he did not have the information necessary to manage his manufacturing operations effectively. His financial data was not specific enough to understand where resources should be focused. More importantly, the data was not timely enough to help the company correct throughput and cycle-time deficiencies before they impacted customer service.
We determined, documented and validated the company's strategic objectives, as well as and the critical success factors (perspectives) that would help them achieve those objectives.
We developed six metrics that were used to manage the manufacturing department. These metrics were in alignment with the critical success factors and could be directly influenced by manufacturing.
During a two-week trial period, Trivalent developed a baseline and goal for each metric. We also developed a process to capture the data required for each metric and a mechanism for monitoring, reviewing and assigning corrective action in order to instill a culture of continuous improvement.
The client saw dramatic improvement in each of the six key metrics as the management team put corrective actions in place and tracked their progress via weekly meetings. Not only has the company enjoyed higher throughput and decreased cycle times, it has been able to manage recent sales growth while reducing its manufacturing workforce and continuing its productivity improvement. We are currently helping this client with further lean manufacturing improvements.
Trivalent Solutions is a process improvement consulting firm. We help clients achieve operational effectiveness by aligning departments, people, functions and technology using our process improvement methodology. 100% ROI guaranteed.
For more information on this case study or to schedule an appointment to speak directly to our client about the results achieved, call us at (847) 256-7540.
Download a PDF version of this case study
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