Success Stories

El-Sewedy (Giza Cable)

Description of business

− Located in Egypt, Giza Cables El-Sewedy makes a range of high quality power cables

Problem statement

− The company had been losing market share due to late deliveries, rising costs of materials and increase in defects

Results

− Saving for Giza Cable equated to US $5.4 million

− This initiative was recognized by the Egyptian Government as one of the best lean programs in all of Egypt

Lessons learned

− Engaging leadership support to achieve targets

− Training managers for new Lean business model

− Overcoming resistance from middle managers

Contact

Abd El Naser – General Manager  naser@energyacables.com

Raafat Atta – Quality Manager  raafat.atta@gizaelsewedy.com

ASSA ABLOY - Ceco Door Products
ASSA ABLOY - Security Metal Products | SMP
Success Stories

Ceco Door Company (Maltex) & Security Metal Products

Description of business

− One of the world’s leading manufacturer of steel and hollow metal doors and frames

− Locations throughout North America

Problem statement

− High operating costs, late deliveries, long lead times and large rates of product returns for quality issues

Results

− Savings for Maltex (Mexico) equated to US $2.8 Million per year

• This facility is now the most profitable door plant for all Assa Abloy

 

− Savings for one Security Metals plant (US and Canada) equated to US $3.2 Million per year

Lessons learned

− Right-sized the factory meets customer demand and has the flexibility to adjust to increases or decreases in customer demand

− Free up floor space to be able to other product lines to there portfolio

Contacts

Gary Cadigan – General Manager  GCadigan@cecodoor.com

Mark Drake – Operation Manager  mdrake@cecodoor.com

 

Talisman Energy

Talisman Energy Inc.

Description of business

− Talisman Energy Inc. is a global, diversified, upstream oil and gas company, headquartered in Canada

Problem statement

− Reduce time required to drill natural gas wells in Talisman’s North American operations in Pennsylvania by 33%

Results

− Demonstrated potential for up to a 75% reduction in cycle times

Lessons learned

− Value of active engagement from leadership when managing change

− Importance of going to where the work gets done

Contact

− Todd Blackford

• Formerly Performance Improvement Advisor with Talisman NA, currently Manager at Accenture

• Telephone: 770-906-8176

• Email: todd.e.blackford@accenture.com

 

MAS Holdings

Mas Holdings

Description of business

− Largest apparel maker in South Asia

Problem statement

− Reduce costs, eliminate waste, improve on-time performance

Results

− 50% reduction in raw materials inventory

− 40% improvement in 1st pass yields

− 92% reduction in change-over time

− On-time deliveries improved to 100% compliance from 95%

− Acceptable quality level improved to 98% from 95%

− 20% reduction in lead times

− Value-added ratio improved to 67% from 41%

Lessons learned

− Integration of the entire value stream from raw materials through to customer delivery

− Focusing on value-added ratio to accomplish major improvements

Contact

− Keith Waters

Formerly Manufacturing Director for the South Sri Lankan Operations of MAS Intimates Manufacturing Bras and Panties

Email: KeithW@masholdings.com

US Army Forces Command

US Army Forces Command

Description of business

− FORSCOM prepares conventional forces to provide a sustained flow of trained and ready land power to Combatant Commanders in defense of the Nation at home and abroad

Problem statement

− Establish a Lean Six Sigma initiative for FORSCOM

− Help FORSCOM Lean Six Sigma leadership become self-sufficient

Results

− More than $50 Million in documented savings achieved

Lessons learned

− Large-scale deployment of an improvement initiative

Contact

Kevin Kerns

Formerly Assistant G8 FORSCOM, currently with US Citizenship and Immigration Dept.

Telephone: 770-508-1650  Email: kevin.kerns@dhs.gov

US Army Central Command

US Army Central Command

Description of business

− ARCENT provides people and material required to sustain theater operations in southwest Asia and the Horn of Africa

Problem statement

− Help ARCENT to revive their Lean Six Sigma initiative to make it more relevant to operations

Results

− A series of Kaizen events were staged in Kuwait

− Once languishing, the program was revitalized

Lessons learned

− Coordination of a large Lean Six Sigma initiative in US and Kuwait

− Project management: keeping resources on track and focused

Contact

Ed Chandler, Resource Manager, Army Central Command

edward.f.chandler@arcent.army.mil