• Disconnected component processes with significantly long lead times which created large amounts of WIP, quality issues, and delivery reliability problems
• Contributing to “turbulence” that was 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
• 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:

• Significant lead time reduction will allow direct link with assembly line in the long term
• Replenishment production with internal pull
• Continuous 1 piece flow except at "technology"-driven batch processes
• ±90% 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