A Return to Profitability: Improving the Supply Chain Strategy

CLIENT INDUSTRY: Specialties Chemical Manufacturer

SOLUTION: Operational Excellence

A Fortune 500 company requested assistance improving the profitability of a recently acquired chemical company. The company was previously family-owned and marginally successful in their region. The company lacked a supply chain strategy and standard work in their operations.

Business Challenge

Our primary goal was to quickly return the business to profitability. Our business assessment pointed out several challenges:
The business was not profitable
They lacked a clear product/customer strategy
No supply chain strategy
No standard, repeatable processes in their day-to-day operations
This was a family owned business that lacked standards and a culture of continuous improvement. One of our key deliverables was to improve their ability to identify and improve business processes after we left.

Solution

  • Conducted a site-wide baseline analysis of the company’s operations and practices.
  • Conducted in-depth interviews with the leadership and workforce to understand their business and current challenges
  • Evaluated their product line and corresponding inventory strategies
  • Performed direct observation of key processes – measuring cycle time and process waste
  • Conducted targeted Kaizen sessions to improve key operations

Results

  • Returned the business unit to profitability through product rationalization, improved inventory practices and targeted operational improvements
  • Identified critical issues with their product portfolio and inventory practices.
  • Recommended they discontinue the production of several high-volume, commodity product lines and focus on profitable offerings resulting in an annual savings of over $300K
  • Aligned inventory policies with profitable products resulting in an annualized savings of over $100K
  • Conducted several Kaizen sessions to improve product changeovers in their Reactor operations – focusing on SMED (Single Minute Exchange of Dies) and Point of Use principals. Also, led a Kaizen to develop a compliant procedure for Confined Space Rescue in their Reactors and storage spaces.

Download the PDF

Latest Insights

When one of our clients recognized the extent to which rising inefficiencies were affecting their business processes, the client reached out to the CBS experts for help. In just a matter of months, the results speak for themselves: a significant bump in all relevant KPIs, with several areas improving as much as 93%.

After years of cost cutting and loss of experienced “Tribal” manufacturing knowledge, a CBS aerospace client was not able to support increasing customer demand. Though they continued to make promises to return to on-time delivery, they continued to run 9 months delinquent to customer demand. Based on our prompt assessment of the situation, CBS developed and implemented an improvement plan that brought the client back to on-time and full condition.