A premier global defense, aerospace and security company was looking to expand its operations with additional capital equipment. Over a period of 20 weeks, CBS built a repeatable system that resolved the company’s most pressing program and project management issues, providing visibility into key processes and procedures, which in turn increased project “ownership” and accelerated implementation timelines.
CBS Consulting worked with a private equity client to greatly improve their operational performance for a recently acquired company. The company was previously family-owned and a quality leader in their industrial equipment market. After our initial assessment, we targeted production costs, production lead time, and capacity/throughput. Additionally, the company lacked several basic business disciplines, like:…
A manufacturer of wings and supporting aerostructures was experiencing high rates of employee attrition, which impacted delivery deadlines and revenue goals while compromising important customer relationships. An intensive CBS engagement helped the supplier implement a robust workforce training program, significantly reduce product defects and rapidly improve on-time delivery rates.
A designer and manufacturer of high-tech military products, this company was unable to meet customer demands, resulting in customer dissatisfaction and the potential for contractual penalties. CBS helped the company develop capacity tools for critical product lines, eliminated non-value-added activities and implemented a takt-based system that doubled shop capacity and reduced product lead time from 50 days to 13 days.
An aerospace business spin-off needed to simplify outdated procedures in order to achieve ISO 9001 certification. CBS helped the company consolidate all procedures into a single process-based system and establish multifunctional teams to develop and approve the process flows. As a result, the business achieved an 80% reduction in volume of procedural documents and received ISO 9001 certification within nine months.
This manufacturer’s recently established Center of Excellence (COE) was struggling with poor schedule performance, cost overruns and quality issues. In response, CBS developed a balanced set of metrics to drive strategy and highlight gaps. CBS introduced team effectiveness training, team-based management techniques and a reorganized structure. The resulting improvements helped the COE underrun budgets and return over $15M to the business.
A private equity client engaged the CBS team to significantly improve the operational performance of a recently acquired company, a family-owned business with a history as a quality leader in the industrial equipment market. CBS targeted production costs, lead time and capacity/throughput as areas of improvement—and implemented business disciplines to help ensure sustainable results.
A Fortune 500 company required assistance in improving the profitability of a recently acquired chemical company. Previously family-owned and marginally successful in its region, the company lacked a supply chain strategy and standard work in their operations. CBS returned the company to profitability through product rationalization, improved inventory practices and targeted operational improvements.
A global Tier 2 wings supplier with revenues of more than $3 billion was experiencing process issues that compromised its ability to meet customer demands for delivery, cost and quality. CBS helped the client achieve significant reductions in unit labor hours, defect rates and product rework while facilitating a return to on-time deliveries.
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