Problems solved
Problems I have solved in plants over 25 years, grouped by the problem. The numbers are what changed when the constraint and the priority system changed. 22 engagements.
Late deliveries and missed delivery dates
One priority system on the floor replaces the hot list, so expediting stops and on-time delivery climbs.
46% → 98%
on-time delivery
Brown FintubeHeat exchangers
- Lead time cut 50%
- Overtime down 40%
- Sales up 35%
- Inventory turns 2 → 10
- $72k more productivity per employee
30% → 90%
on-time delivery
Graphics SystemsArchitectural signage and custom printing
- Lead time cut 40%
- Profit up 500%
- Sales up 40%
30% → 65%
on-time delivery
Dixie Iron WorksOilfield equipment
- Profit up 174% in the initial project
- Profit up 600% long term
- Sales up 66%
4 weeks → 0
back orders
WilsonArt, Gibraltar DivisionSolid surface products
- Lead time 4 days → 2
- Inventory down 30%
Long, unreliable lead times
Control what gets released to the floor and cut batch sizes, so work stops waiting in queues and you can quote a date and hit it.
6 months → 6 weeks
lead time
Calavar CorporationIndustrial machinery
- Inventory down 20%
- Sales up 25%
- Profit from negative to over 15%
6 weeks → 3 hours
lead time
WilsonArt, Specialty ProductsDecorative surface products
- Inventory down 30%
24% shorter
average lead time
Huisman ChinaMaritime fabrication
- Productivity up 20%
22 → 17 days
lead time
Northwest Paper BoxContract box manufacturing
Capacity shortage: booked out, and the production bottleneck keeps moving
Find the real constraint, protect it, and subordinate everything else to it before buying equipment or adding people.
433%
more capacity
FMC Technologies, NorwayMaritime manufacturing
- Shipments up 326%
- Revenue up $4M a month
- Build time 31 days → 8
- Lead time cut 23%
60%
more shipments, no new machines
Reliable MachinistsMachining job shop
- On-time delivery up 20%
171%
more shipments
MatreMaritime manufacturing
- Revenue up $4.6M a year
27%
more throughput
General Motors, Toluca FoundryAutomotive
Negative → 11%+
profit
FMC Technologies, Wellhead DivisionOilfield equipment
- Inventory down 30%
- Throughput up more than 15%
- Productivity up 15.4%
13%
productivity gain
Continental TireAutomotive
Material shortages, past-due orders, and weekend overtime
Replenish to actual consumption instead of the master schedule, and run the floor on a single priority list.
85% → 99%+
fill rate to final assembly
Spirit AeroSystems, General FabricationAerospace manufacturing
- Overtime spending down more than $2.8M a year
- Inventory turns up 250%
- Past-due orders down 93%
A disruption knocks the plant sideways
Protective capacity and buffers built into the operating system, so recovery doesn't depend on heroics.
87 days
to full capacity after an EF-3 tornado (forecast: 12–18 months)
Spirit AeroSystems, Wichita tornadoAerospace manufacturing
- Deliveries back on schedule within 30 days
- $400M in storm damage
33% → 12%
lost time at decontamination sites
BP, Gulf of Mexico cleanupEnergy
- Productivity up 39%
- 1.5 more productive days per week
- $700M saved
Projects and engineering work that won't finish on time
Visual project management and critical chain: limit work in progress, one set of priorities, protect the date with buffers.
300%
more projects delivered
BP and Worley ParsonsEngineering services
- Productivity up 40%
- Costs down $11M a year
125%
more projects delivered
ION GeophysicsEngineering services and software
- Past-due orders to zero
- Productivity up 125%
960%
more throughput
Kongsberg MaritimeMaritime software
- Warranty costs down $6M
100%
on-time delivery
Datu HealthSoftware development
- Productivity up 300%
20%
more projects delivered
Trinity River AuthorityWater utility
- Productivity up 40%