Maintaining operations and meeting customer demand is more than enough work to keep manufacturing executives busy. Even though they want to improve productivity and save costs, they may not feel they have the time to take on the challenge of digging for untapped value.
Make the time.
If you make it a priority to analyze loss, throughput, and equipment data and observe processes firsthand, you’ll find bottlenecks, unexpected sources of downtime, and unrealized capacity. Armed with this knowledge, you can make improvements that increase revenue and lower operating costs.
The benefits of finding that untapped value can be significant. Consider a baked goods manufacturer who uncovered $850,000 in annual line-hour savings. If those line-hours go toward increased volume, it will result in top-line growth of $21 million.
Download the article to learn about:
- Collecting and analyzing loss, throughput, equipment, and capacity data.
- The challenges of digging for untapped value and the benefits of overcoming those challenges.
- Improving dynamic decision-making.
- Building a culture of continuous improvement.
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Jason Bonnet is a Managing Director and IPM’s Consumer Products Industry leader. Jason and his teams form lasting partnerships with clients to plan and execute strategically critical initiatives in digital transformation, M&A integration, operational improvement, and product development. |
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Sean Kilroy is a Director in IPM’s Chicago office, where he oversees consultants who lead clients’ most challenging projects. He has been involved in projects involving vertical line start-up, cost of goods sold (COGS) analysis, business process optimization, strategic organizational growth, systemwide instrumentation implementations, and change management application. |
Services: Manufacturing Improvement, Production Scheduling Optimization
Industries: Consumer Products, Industrial Products