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Client: United States Air Force
(US Air Force Base with over 5,000 personnel)
Objectives: The objective of the year-long effort was to establish a self-sustaining lean-CPI culture across every Group on the base, with by-products of improved processes, fully certified facilitators, and a base infrastructure to sustain the culture in the future. |
Solution: TSD designed and is implementing a multi-tiered training and certification program based upon lean-CPI principles and methods that are compatible with the US Air Force Continuous Process Improvement (CPI) initiative. Our program consists of a cascading series of growingly-complex sets of CPI training and implementation events and mentoring activities, designed to develop an ever-enlarging foundation of on-base expertise.
Outcome: The program results are threefold: (i) over 40 Certified Level 1 Facilitators, and 8 certified Level 2 Facilitator Instructors, and over 1500 trained employees; (ii) significant process improvements in all four Functional Group areas; (iii) installation of an organic, self-sustaining process and supporting infrastructure to generate additional Level 1 and Level 2 Facilitators capable of driving further improvements and growing a lean-CPI culture.
| Approximate Return on Investment: 46 fold |
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| International Apparel Manufacturer |
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Client: International Apparel Manufacturer
(over 40,000 employees)
Objectives: The objectives are to design and implement a lean systems transformation in a single facility that will serve as a model and teaching resource for the eventual expansion of lean throughout a 29 plant organization. This includes rolling out the Standard Operating System throughout the manufacturing operations, expanding the organization transformation into the |
non-manufacturing side of the corporation, and incorporating a drive on total cost to improve the organization's competitive advantage.
Solution: TSD chartered an agreement with this client in one facility for a lean implementation project, providing a solid baseline for developing an approach that allowed flexibility for the future projects. TSD’s design enabled the client’s lean teams (as well as TSD) to tie their success to the effort at hand. There were agreed-upon deliverables for each successive transformation effort. Each deliverable had dedicated client champions from within the manufacturing value stream as well as a committed full-time implementation team, which TSD mentored, coached and coordinated. Regular reviews of the project’s performance ensured focused attention on the necessary initiatives. TSD employed an extensive certification program that included training in lean tools and systems and their practical application. Each senior sensei was required to complete a final Advanced Kaizen project that included building a business case and leading a team to accomplish the agreed upon objective - reducing cost and demonstrating a return on investment. Directly involving each factory’s top management in the transformation was a key element of each project.
Outcome: The program resulted in the implementation of a standard operating system, through the combined force of TSD’s experienced consultants providing implementation guidance and the client’s carefully developed internal experts, using the benefits of transferred knowledge to proliferate lean throughout the organization. Results also include an on-going training and education program with client internal trainers that conduct training modules for the entire organization’s multiple facilities, saturating all organizational levels including the total value-add level operators.
| Approximate Return on Investment: 10 fold |
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| US Shoe, Apparel & Sports Equipment Manufacturer |
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Client: US Shoe, Apparel & Sports Equipment Manufacturer
Objectives: The objective was to design and implement a proprietary lean-based system for over a dozen production facilities within the client’s Asian-centered supplier network. A second objective was to establish a mechanism for generating organic lean capability. |
Solution: TSD designed a comprehensive, cohesive lean-based production system focused on needs of the shoe and apparel industry. This included a strategy for implementation with controlled and detailed plans that included recognized milestones, established metrics, and a focus upon both short and long-term goals. In addition, TSD established a “Lean Academy,” with custom designed curricula and content that served as a regional resource for training in-house expertise throughout the network.
Outcome: The program resulted in the installation of lean systems in over half the supplier network, along with established implementation efforts in the remaining plants, with a total projected savings of $440 million. The program also established a Lean Academy for use as a resource and training mechanism throughout the network.
| Approximate Return on Investment: 50 fold |
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| Auto Steering Systems Manufacturer |
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Client: Auto Steering Systems Manufacturer
Objective: The objective was to reinvigorate and expand the stalled implementation of a lean-based production system in seven separate plants. |
Solution: TSD began by conducting a series of training sessions for plant and union leadership to excite and align each facility on the benefits of a lean environment. This was followed with current and future state maps, along with business cases, revealing the potential for improvement. Then TSD instituted a controlled deployment of lean tools and techniques to improve flow, increase reliability and raise quality, all the while embedding cultural change in the day-to-day processes of each workforce.
Outcome: The program resulted in the savings of over 28 million dollars per year, the development of a corps of internal lean experts to propagate lean processes and culture, and a 10-fold reduction in defects. In addition, there was a measurable improvement in workforce morale as many facilities achieved numerous internal and external awards.
| Approximate Return on Investment: 11 fold |
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