Lean BI Case Studies

Case Study 1 - Scheduling Overhaul Turns Around Business Results

Significantly improved business results from the replacement of a traditional scheduling process with Lean BI

Industry: Manufacturing/Remanufacturing
Facilities Involved: 2

  • Traditional scheduling of Teardown, Machining and Assembly with little synchronization between departments (TS16949  Quality System)
  • Materials moved back and forth to warehouses - rather than directly to next department 
  • Performance metrics were focused solely on absorption, schedule adherence wasn’t measured
  • Process was reliant on scheduler’s tribal knowledge and expediting
  • MRP reigned over common sense material flow processes

Case Study 2 - Inventory Reduced 50% 

Transforming a routine performer to an industry leader in operating inventory levels

Industry: Print
Facilities Involved: 25

  • No standardized planning and buying processes
  • Excess inventories blamed on customer changes after the “last date to change”
  • No recognition of inventory planning categories
  • No recognition of supplier and customer specific inventory impacts on each facility

Case Study 3 - Waste Reduction worth $1MM 

Huge amounts of data collected, but waste levels remained excessive. Lean BI reinvigorates a stale focus on improvement.

Industry: Print
Facilities Involved: 18

  • Waste performance averaged from below 5% to above 12% in facilities, performance was not improving in poor performing facilities
  • Huge amounts of data (large quantities of color coded numbers) distributed weekly, but this did little to help facilities determine focus points within the multiple facets of waste generation
  • Facility action item lists were emailed around and dusted-off for monthly and quarterly meetings

Case Study 4 - Poor on-time delivery resolved

After months of poor performance, a manufacturer’s shipping performance attains six months of meeting O.E. customer required levels.

Industry: Manufacturing/Remanufacturing
Facilities Involved: 1

  • Poor on-time delivery to primary O.E. customer excluded this supplier from bidding on new work
  • No systematic tracking of past dues 
  • Incoming-order work flow was different for three major customer segments so past due reviews required a day or two of manual data manipulations to report-out overall status and details