A large chemical plant was heading into a planned shutdown for upgrading equipment and regular maintenance, parallel to construction of new facilities. Through stakeholder and contractor integration, a keen planning focus, and schedule optimization sessions, the team was able to reduce the shutdown by six days, for a value of 3MM USD in actual costs and production capacity.
The contract and budget for construction of modules for the government was based on a specified learning curve, meaning that over time, both schedule and costs would be reduced for completion of subsequent modules. Revamped KPI Suite and meeting framework Employee engagement and coaching Profit and business driver analysis C-Suite to Supervisor coaching Through engagement and coaching at all levels,…
This wood manufacturing plant lost its entire Asian market overnight due to a price collapse. A third of the workforce had to be laid off. The Board of Directors gave the Plant six months to finish the year at break even, otherwise they would close the plant down. The workforce, some with only an 8th grade education, had to…
Client was a 200-person plant producing doors including interior, exterior, wood, PVC, steel, fiberglass etc. facing slow market growth and customer service issues that denigrated profitability. Silos from the sales force to the shop floor made it imperative to execute in a more integrated and aligned way. Changed KPIs to reflect right first time, customer service, and quality culture Gave…