Quality Systems & Engineering
Process Optimization & Documentation
Inventory Management
New Product Introduction
Design for Assembly & Manufacturing
Job Design & Workflow Analysis
Problem Solving
Past Projects
Initial State:
Multiple production sites and outsourced powder coating created severe tracking challenges:
Lost parts, Urgent emergency work orders and overproduction
Parts arriving without identification led to extensive search times (up to 60 minutes per component)
Employee turnover exceeded 150% annually
Orders 4-8 months behind schedule
Negative gross margin through October
Major customers expressing serious concerns
Key Challenges:
No system for identifying powder-coated parts
Part numbers were not in use for assembly operations
Relying on tribal knowledge and 100% engineer intervention to locate and identify components
Zero visibility of parts in process
Inefficient storage and retrieval processes
Multiple handling points without tracking
Thousands of similar "painted rectangles" all looked similar
Seas of pallets, slips, trips, and falls
Reliance on scarce tribal knowledge for assembly
Solution Implementation:
Developed powder coat-resistant (and heat-resistant) component identification system
Created comprehensive part tracking database
Implemented "cut-to-truck" tracking methodology - recorded outgoing and incoming components via barcode / QR code
Established systematic storage location assignments
Designed streamlined employee workflows for support staff.
Technology Investment:
Barcode scanners: already lying around
Avery Labels: $45
Custom database solution developed in-house
Results:
Generated first profit of year ($10 million) in final two months
Transformed from negative margin to 30% gross margin (positive)
Eliminated chronic part misplacement issues
Established complete component traceability
Key Success Factors:
Collaborative solution design with fabrication, shipping, and receiving teams
Simple, effective identification methods
Systematic storage and retrieval processes
Complete batch visibility through production cycle
This dramatic turnaround demonstrates how relentless, systematic process improvement can change history, even with minimal capital investment.
Lean & Process Improvement
Process Optimization: Labor & Throughput Transformation Project
Initial Challenges:
Inefficient material selection
Inconvenient material handling and presentation
Complex assembly sequence
Excessive machine setups
Measurable Results:
Labor Efficiency:
Reduced labor time from 92 to 40 minutes per unit through simplified assembly, optimal material selection and presentation.
57% reduction in labor requirements
Enabled reassignment of one employee to critical operations (initially a crew of three, now only two).
Throughput Improvement:
Increased daily capacity from 12.5 to 20 units
60% gain in daily production capability
Previous: 400 minutes ÷ 32 min/unit = 12.5 units/day
Current: 400 minutes ÷ 20 min/unit = 20 units/day
Note: Additional savings achieved through reduced machine setups (not quantified)