A private equity-owned industrial manufacturer of metal and plastic cans, containers, and intermediate bulk containers was facing significant production issues. The company needed to optimize asset performance across the plant network to meet customer demand.
The SSA & Company team implemented agendas, action logs, and accountability in daily plant management meetings, and added standard lean daily management to highlight wins and drive corrective actions. We installed visual floor controls to gain detailed operational data and indicate a ‘good’ vs ‘bad’ performance to staff, increased yield and throughput deploying total productive maintenance, and created a production wheel to drive longer runs and reduce changeovers.
Achieved 38% daily production increase vs plan
Increased On Time In Full (OTIF) shipments by 30%
Reduced changeover time by 40% to 50% with single-minute exchange of die (SMED)
Achieved 38% daily production increase vs plan
Increased On Time In Full (OTIF) shipments by 30%
Reduced changeover time by 40% to 50% with single-minute exchange of die (SMED)
A private equity-owned global industrial manufacturer of specialty chemicals needed to rapidly integrate new businesses while driving operational efficiencies and network optimization to improve synergy realization.
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A private equity-owned global industrial manufacturer of power conversion and computing products needed to transform its global engineering function to improve time to market and reduce supply chain costs.
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An oil and gas production company faced increasing production costs and had little to no visibility into field operations.
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