A large, multi-billion-dollar food processing company. They are privately held, in its fifth generation of ownership. That was a significant detail for us and for the client. Not many businesses, let alone ones this large, make it to the fifth generation of family ownership. There was a huge responsibility for the current family members at the helm (and for us) to shore up and position the company for the next generation.
Several challenges stood out.
Taking a company from good to great? That’s squarely in our wheelhouse. Getting better results with an aging facility? We can help with that, too. But, as much as we’d like to, we can’t do anything about market conditions. We can only help companies respond to them.
We believed the answer was in core principles of focusing on efficiency, yield, throughput and maintenance in the production facility, making operations as lean as possible.
But, as we dug in and came up with our game plan to address those challenges, the game changed. Multiple times.
Namely, the market for the products they were ramped up to sell bottomed out. Rather than restricting the organizational size to meet the volume, the company decided to be ready when the market turned and opened a new facility… without adding more managerial support.
It was an epic plot twist, meeting the client’s needs for maximizing throughput to enhancing productivity while controlling COGS.
It required an agile approach, combined with our expertise in process improvements, to help this company achieve its goals.
After a focus session with the management team and creating a project plan, we began working with these goals:
USC’s Lean Six Sigma Master BlackBelt instructor led the process, tackling and eliminating waste while, at the same time, preserving and enhancing quality and efficiency. We also applied the following tools and techniques:
Return On Investment
Improved Quality and Efficiency
Increased Uptime, Capacity & Throughput
By focusing on creating a solid Management Operating System, implementing Lean Six Sigma to problem-solve, increase efficiency, and identify and eliminate waste, involving the employees from day one and tackling issues with the old and new plants, USC was able to help the client go from good to great in a very challenging market.
Our client realized more than a 4:1 return on investment and is solidly positioned for future generations.