Led a Lean analysis of a global chemical supply chain which identified several opportunities for inventory reduction. Participated in the implementations resulting in a Working Capital reduction of $9,000,000.
Led a Lean analysis of a regional fiber processing supply chain, which freed up 1,000,000 pounds of semi-finished inventory, which was then able to go into another end use. The resulting additional revenue was validated at $5,300,000.
Led various Lean projects in batch chemical, sheet goods, and fiber production operations. Led the generation of Value Stream Maps, implementation of production leveling techniques (Heijunka, “product wheels”), implementation of virtual work cells, and implementation of pull replenishment systems.
Led Kaizen at various manufacturing plants, employing 5S and SMED. In one case, the application of SMED led to a change-over reduction from 13 hours, to less than one hour. The plant was oversold, and the additional capacity increased revenue by $2,000,000 per year.
Was asked by one of the world’s largest cereal manufacturers to improve their Bottleneck Analysis Process; identified several significant gaps in their current process, and led the development of an improved process which added a more structured program sponsorship and project management process, process flow mapping with metrics, evaluation of technology alternatives, and an on-going program stage-gate managing process.
Led several projects which improved transactional business processes (ex., Sales and Operational Planning) using Lean tools in combination with Rummler-Brache Cross-Functional process mapping (“swim lane charts”)
Led a Lean analysis of a major salad dressing and condiment processing plant that generated detailed process maps to identify bottlenecks and developed a successive de-bottlenecking plan to raise throughput on a sold out line from 300 BPM (bottles per minute) to 400 BPM