• Disconnected processes with significantly long lead times making a multi-million dollar finished goods warehouse/DC a necessity to meet customer demand
• Volatile demand patterns and supply-chain “turbulence” causing SAP scheduling system failures
• Multiple, new product launches and transfers in an already space constrained environment difficult to absorb
• Rapid growth in people-major HR assimilation challenge with little process standardization and complex operating procedures creating quality and delivery problems

• Attain near term objectives of lead time, WIP and cost reduction and operate as replenishment pull system
• Transform plant operations to build an integrated “ Production System” networked across all plants
• Integrate manufacturing changes with the supply chain initiatives
• Build true Lean Production skill at all levels
• Create a high degree of local ownership in shop floor programs
• Create “Core Process Excellence” teams to rapidly transfer advances across plants

Results:

• 2-3 day lead time
• Replenishment production with internal pull
• 24 inventory turns
• Continuous 1 piece flow except at "technology"-driven batch processes
• ±95% yield
• Cross-trained and lean aware employees
• Controlled buffer in "supermarkets"
• ±50% value added and focused on process Kanban
• Prioritized space, straight flow and consolidated operations