$23 Million Manufacturer of Aluminum Castings

• 4 Satellite facilities plus headquarters had weak systems processes in all business areas
• Minimal exchange of information or best practices amongst plants and headquarters
• Information systems varied or were non-existent to permit analysis of cribs inventory, identification of common commodities, machinery and equipment across plants
• Minimal scheduled preventative maintenance programs
• An integrated business plan review process was not in place

• Established a daily review process with President to seek guidance on company culture and vision
• Reviewed operations on site at each facility and interviewed employees
• Identified staff members with strong knowledge in supply chain, waste, lean, Kaizan, Kanban techniques
• Identified managers and employees with effective people and communication skills, who were committed to implementing change
• Documented an action plan for each area with specific requirements integrating organization reporting, roles, responsibilities, people and systems

• $150,000 in approximate savings by enhancing information systems instead of replacing
• $100,000 in approximate savings due to closing an engineering facility in integrating personnel into headquarters
• Approximately 1000 square feet of space was freed up to accommodate need for increased component part requirement – avoiding the cost of building expansion
• Part numbers have been reduced from approximately 49,000 to 32,000
• Organizational culture has made important progress in communication, team work and accountability