Some examples of our work
A large multinational manufacturer upgraded its facility through the procurement of new equipment. This new piece of kit was marketed as being able to manufacture their products faster, and with a reduction in some raw materials.
Unexpectedly called into the GM’s office at a company I was training in Cert IV in Competitive Manufacturing, I was presented with their dilemma. The 30-person company was on credit hold with all of their major suppliers, they were unable to meet their customer demands, and orders were being cancelled everyday. This company was about to go out of business.
A major utility in gas and electricity had year on year delivered only part of their construction program. These programs of well into the hundreds of millions of dollars were of particular concern to the executives, the regulator, as well as business and domestic consumers. The people who were responsible for the governance of the program were lacking confidence that this year would be any different after only four months. We were asked to restore confidence, provide a realistic view on what could be achieved, and then deliver on those expectations.
Imagine the scenario where sales teams are incentivized with bonuses for sales contracts based on the initial order, but the contract allows changes of product and quantity with 48 hours of delivery. Imagine how thrilled the operations teams are to have those changes be made, with some long lead time materials taking six months to get! Bring on the fireworks!
A large multinational manufacturer upgraded its facility through the procurement of new equipment. This new piece of kit was marketed as being able to manufacture their products faster, and with a reduction in some raw materials required. The manufacturing company wanted to make sure that new formulations would be able to meet the performance standard required even with the reduced material usage.
During a training session that I was running in Cert IV in Competitive Manufacturing for a small manufacturing business, I was challenged to prove that what I was teaching about the benefits of Lean could apply in their case, and not just for big businesses.
At a large multinational manufacturing business, the Australian Managing Director had implemented a 5S program to improve the productivity and safety performance of the sites across the country. After a year, no noticeable improvement had been observed. The business wanted to improve things.
A utility decided to implement SAP as a change to their Enterprise Resource Planning (ERP) System. We were asked to lead the design, training, and implementation of the Project Portfolio Management (PPM) components, as well as the associated integrations with other process areas.