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An aerospace business spin-off needed to simplify outdated procedures in order to achieve ISO 9001 certification.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.
SOLUTION AREA: Leadership and Change Management
In 2018, workplace turnover reached an all-time high. According to a published report by Compdata, turnover hit 19.3%, with a 22.9% increase since 2014. The report indicated a variety of reasons why employees had left their workplaces, with some of the most common issues being “unsupportive managers,” “a lack of training and development” and “decreased opportunities for advancement.”
Steering Committees are the primary decision-making bodies for large-scale change management programs. This summary reveals the five ways to ensure the effectiveness of your Continuous Improvement Steering Committee as well as the success of your CI efforts.
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