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USC Knowledge Hub

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A $27B food company with 220 plants needed a consistent rollout to lift profit and fund restructuring.

Food & Beverage

A $27B food company with 220 plants needed a consistent rollout to lift profit and fund restructuring.

Improve pre-tax profit 3–10% by category over three to five years and fund restructuring and acquisitions.

Value achieved

$550M+ Measurable benefits

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A $28B global protein company needed a consistent rollout across 135 plants over three to five years.

Food & Beverage

A $28B global protein company needed a consistent rollout across 135 plants over three to five years.

Cut operating cost 10–20%, improve quality, service, RONA and working capital, and build internal capability.

Value achieved

~70 Plants with initiatives

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A 100-year-old integrated steel mill emerging from bankruptcy needed a new production strategy to capture rising demand.

Mining & Metals

A 100-year-old integrated steel mill emerging from bankruptcy needed a new production strategy to capture rising demand.

The mill could make 36 heats a day, but its strategy ran only two strands at once, alternating between the slab caster and the DSPC.

Value achieved

$35M Value of implemented improvements

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A 4,000-employee environmental controls maker wanted back-office productivity gains its high-level process maps were not delivering.

Manufacturing

A 4,000-employee environmental controls maker wanted back-office productivity gains its high-level process maps were not delivering.

Order-to-cash and other non-production processes showed little change at the point of execution. The target was a 15–20% improvement in salaried productivity.

Value achieved

60% Fewer false credit holds

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A bar-support maker for construction faced frequent breakdowns on aging equipment, high turnover and weak shop-floor control.

Manufacturing

A bar-support maker for construction faced frequent breakdowns on aging equipment, high turnover and weak shop-floor control.

Old equipment broke down despite routine maintenance, frustrating staff and feeding turnover. Shop-floor controls had lapsed and shift handovers broke down.

Value achieved

13% Improvement to date (target 20–25%)

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A batch processor of chemicals for metal surface treatment needed to cut costs by consolidating plants and improving production–maintenance coordination.

Manufacturing

A batch processor of chemicals for metal surface treatment needed to cut costs by consolidating plants and improving production–maintenance coordination.

Reduce costs by consolidating plants and streamlining the supply chain, while handling more volume and meeting client terms.

Value achieved

30% Reduction in labor hours

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