Manufacturing Reliability and Lean Transformation

The situation

A manufacturing operation carried a large routine maintenance backlog, low completed work per resource week and high contractor overtime.

The challenge

Improvement practices did not survive contact with the daily schedule. Leadership needed reliability and productivity gains that would still be in place after the improvement team left.

The ISI approach

ISI Consulting Group worked with plant leadership and frontline teams on reliability improvement, planning and scheduling redesign, contractor optimization and Lean transformation.

Implementation

Pull Planning, Pulse Boards, 5S and visual daily management routines were established on the floor.

These were supported by leadership ownership, operational accountability and a sustainment structure of playbooks, governance forums and audit routines.

Results

• Generated more than $12.2 million in annualized savings
• Reduced contractor headcount by 67 personnel
• Reduced routine maintenance backlog from 1,338 work orders to 879
• Improved productivity from 1.5 to 2.0 completed work orders per resource week, approximately 33%
• Reduced contractor overtime and improved utilization
• Established Pull Planning, Pulse Boards, 5S and visual daily management routines
• Strengthened leadership ownership and operational accountability
• Developed sustainment processes, governance forums, playbooks and audit routines

Key services applied

• Performance-Based Implementation
• Operational Excellence
• Lean Transformation
• Maintenance and Reliability
• Planning and Scheduling
• Contractor Optimization
• Visual Management
• Performance Management
• Change Management
• Sustainment Audits