| 1. Challenge |
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It's not unusual for clients of DB&A to dramatically exceed consultants' projections for first-year savings. Yet the true test of how well the new processes have been integrated into the corporate culture is to examine what happens when the engagement is complete. |
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| 2. Findings |
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The dramatic improvements made during the engagement inspired them to build upon the successes and further enhance performance and profitability |
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The cost savings, product quality and employee morale are continuing to trend upward |
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| 3. Goals |
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Take ownership of the process, and continue to expand and modify the processes to further suite the plant's changing needs |
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Sustain the original results, and continue to improve upon them |
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| 4. Recommendations |
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As new supervisors and managers come in, make sure that they are indoctrinated from day one with the management operating system |
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Tailor the training modules to reflect real world situations that employees might face |
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Form a training committee to periodically review the material and make recommendations for improvement |
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| 5. Results |
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Over and above the original gains made, they have also realized the following improvements: |
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46 percent reduction in customer returns |
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50 percent reduction in accidents |
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30 cartons per hour in shipping increased to an average of 41.3 cartons per hour |
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