As a leading consulting firm, Greater Yield has helped transform dozens of companies. From strategic business consulting
to business process improvement we have facilitated changes for companies in
numerous industries with one objective in mind: a greater ROI for our clients.
The following case studies demonstrate the range of issues we have addressed and the
creative, thoughtful solutions we have applied to transform businesses. In each of these
situations, Greater Yield's change management experts carefully selected and applied
the right solution for each client's specific needs. Not only did we act as their consulting firm to resolve the challenges
facing these real businesses, we left each of these clients with the necessary management tools to successfully
sustain the improvements in the future. ]
Executive Summary
Retail chain of over 400 stores specializing in discounted home accessories and gifts
Profit erosion due to excessive inventory and poor distribution system
Challenges
Reduce inventory levels
Increase warehouse productivity
Position company for future growth and profitability
Result
409% increase in operating income
319% improvement in warehouse productivity
Cash freed-up/50+% reduction in inventory
"Results from program were impressive. Very pleased to
recommend Greater Yields services." -COO
Executive Summary
Supply chain management company headquartered in Hong Kong
Coordinates the manufacture and distribution of goods through offices located in 40 countries
Challenges
Execution of the global business strategy in chaos
Administrative costs too high
Sales generation activities too slow and expensive
Inefficient sales order process
Result
Reduced administrative costs 30%
Reduced sales order process 33%
Reduced A/R collection time 20%
Developed structure and global sales processes returning operations to profitability
"Greater Yield introduced world-class methodology that resulted in transforming a national business into a highly responsive, customer focused distribution organization providing unparalleled service to principal clients." -CEO, Country Logistics Subsidiary
Executive Summary
A multi-billion dollar worldwide developer, manufacturer, and marketer of medical devices whose products are used in a range of minimally invasive medical specialties.
To achieve excellence through more effective transition of new products to production, reduced scrap, greater process stability and control, improved quality, and more effective use of cost standards.
Challenges
High scrap rate in manufacturing causing low profit issues
Systemic of poor quality environment within manufacturing causing number of FDA recalls
Process stability and consistency
Result
Scrap rates reduced up to 70%
Productivity increased up to 100%
Production yields increased up to 40%
Financial performance increased up to 10%
Improved design for manufacturability
Executive Summary
225-bed full-service hospital
Poor relations with physicians
Culture resistant to change
Declining market share
30% charity care and growing
Challenges
Significantly reduce patient wait times
Improve patient, staff, and physician satisfaction
Installation of a continuous improvement management framework and tool set
Result
Door-to-physician time reduced by 38%
Door-to-discharge time reduced by 24%
Door-to-admit time reduced by 23%
Left without being seen reduced from 1.1% to .05%
How Achieved
Utilized PVM methodology in particular cross-functional approach to eliminate functional silos and enable viewing patient care as a seamless integrated process
Patient placement checklist to ensure right bed first time
Improved delivery of records and lab results
Updating and streamlining of hospital protocols
Optimized departmental coverage to demand
Created roles and responsibilities protocols
Installed visual white board triage color coding
Upgraded equipment to enable bedside registration
Decentralized and dedicated printers for quick access
Established protocols with ambulance personnel to eliminate duplications
Established time out practice to ensure correct patient, test
Developed process to ensure all materials and supplies are on hand prior to start of surgery
"Using their methodology and hands-on approach, Greater Yield has gotten our physicians, staff and administrators on the same page, all moving in the same direction, a major accomplishment for our hospital." — Chief of Staff
Executive Summary
6B division provides engineering, die design, and production of sheet metal parts
Division had the longest process within the vehicle development process
Challenges
Reduce the Division's long lead time and eliminate it as the critical path bottleneck of the vehicle development process
Reduce high cost for die design and manufacturing
Improve on-time delivery of dies
Result
Reduced die cost by 45%
Reduced critical path cycle time 46%
Increased on-time delivery 1000%
Improved manufacturing first pass yield / quality 100%
"They (Greater Yield) in a proactive manner got something done. Working the process, we've taken out one-third the cost" — VP & General Manager
How Achieved
Developed common processes and sharing of best practices across six plants
Three cross-functional teams formed: Engineering, Construction, and PAMS (Planning Allocation and Master Scheduling)
Reduced critical path cycle time on die sets by attacking variability created by outlier dies
Incorporated AIP management and Starts Control
Established a single source for die status
Installed integrated scheduling system
Instituted Die rollout meetings hosted by process planners
Improved Engineering change communication process
Reduced set-up times
Improved training process for new hires
Elimination of variation in die alignment
Improved equipment uptimes through preventive maintenance
Detailed planning and scheduling at the die line level
Executive Summary
Leading manufacturer of business jets
On-time delivery and quality issues affecting levels of new business
Challenges
Long engineering change cycle time resulting in large backlog and poor on-time performance
Manufacturing cycle time and first pass yield severely affecting on-time delivery performance
High level of manufacturing rework
Failure of previous self-medication cycle time efforts
Result
Aircraft production cycle time reduced 32%
Aircraft production first pass yield up 10x
Engineering change cycle time down 74%
Engineering change first pass yield up 3x
Rework hours reduced 62%
Overall labor hours per aircraft reduced 56%
On-time delivery increased 28%
How Achieved
Business Improvement Team (BIT) formed
Focus on six high leverage processes—Engineering, Production, Completions, Materials, Quality and Product Integrity, and Service
Customized architecture was developed that included a rollout plan prioritizing these key processes
Cross functional teams formed, assigned process ownership
Trained line and staff personnel in PVM methodology
Mapped each process (as-is and should be)
Established hierarchical measurement set and linked results to confirm acceptable performance toward objectives
Established and assisted teams at all levels in identifying and removing prioritized barriers
Metrics focused accountability
Implemented drumbeat meetings leading and driving change
Focused attention on necessary actions using metrics as
a guide
Identified and removed prioritized barriers
Reduced wing/fuselage joining operation by 50%
Reduced tool fixture span times, rework and labor
hours
Reduced waste — defects, transportation, setups,
inspects
Eliminated out-of-station work
Reduced non-conformances by 48% by developing a
closed loop feedback system
Improved supplier lead times and on-time deliveries
Established and internalized Engineering Change
Process and reduced cycle time of process by 74%
Guided the internalization of the PVM methodology and established an environment of continual process improvement throughout the organization
Reduced waste—defects, transportation, setups,
inspections
Reduced non-conformances by developing a closed
loop feedback system
Improved supplier lead times and on-time deliveries
Established control of change processing on the
production floor
Implemented a more effective drawing release process
and reduced cycle time by 80%
Established meaningful FPY points and Pareto analysis
Resolved major inter-functional issues between
production and engineering
Performance measures incorporated in the Engineering
business manual
Enhanced engineering productivity by 30% through AIP
control
Improved aircraft production cycle time by 32%
Improved supplier lead times and on-time deliveries
Reduced non-conformances by 48% by developing
a closed loop feedback system
Improved delivery to completions need date from
87% to 97%
Established quoting, planning, and scheduling
process for hangar operations
Average maintenance cycle time reduced by 35%
Established and internalized Engineering Change
Process and reduced cycle time of process by 74%
Non-conformance issues reduced by 73% in
completions
Executive Summary
Develops, manufacturers and markets
flavorings for the food and beverage industry
Needs improvement processes to create
competitive advantage and position themselves
for faster profitable growth
Drive sustainable improvements to the bottom
line
Challenges
Improve lead times with less inventory
Lower costs
Bring new products to the market
sooner with faster revenue generation
Result
Speed up time to market by 35%
Improved fulfillment cycle time by 33%
Increased first pass yield by 60%
Increased operating earnings by 28%
"We've enhanced our competitive position, we've put ourselves in a better cost picture,
and we are better able to service our customers now because of shorter response times."
Executive Summary
Designer, marketer and distributor of innovative,
action sports-inspired products targeted to youth
market
Wheeled-footwear is the primary patent that
incorporates a stealth, removable wheel in the
heel
Challenges
Provide a roadmap and initiate the journey to
entitled supply chain performance enabled by
technology
Identify the process barriers that prevent
client from meeting customer expectations for
on time delivery (OTD)
Develop and install measurements that will
drive improvement in critical supply chain
sub-processes
Result
Recaptured $3M (10%) of projected lost sales
Recaptured $1.355M of gross profit
Realized a 9:1 ROI for 2007
"Your focused efforts and structured plan allowed us to drill down on many areas of inefficiency for
a rapidly growing company...your approach helped us to concentrate on what was most important
and has given us a plan of attack for the future.
" —CFO, Manufacturing Client
Executive Summary
Global garment manufacturing company
25,000 staff in 19 factories in eight countries
at 14 locations supplying many famous
brand names
Challenges
Improve profitability
Improve productivity
Leverage vertical integration business
model
Create strategic partnerships
Maximize return on assets
Result
Profitability increased over 100%
Manufacturing cycle time reduced 43%
Productivity increased 20%
Inventory holding days reduced 39%
Right first time performance increased 60%
Order on-time delivery up from 60% to 99%
Sample on-time delivery improved by 46%
Customer satisfaction improved by 25%
Productivity increased 20%
How Achieved
Selected, trained, coached, and mentored 24 internal
resultants to work along side the Greater Yield team
BIT and CFTs installed entitled processes,
measurement systems and AIP management
Newsletters and pictures were published monthly on
the intranet Web site to drive communication
throughout the organization
More than 1,000 employees were trained in TCT
methodologies
Set a vision of entitlement for sales and marketing,
material and inventory, supply chain management,
and operations
Cost reduction objectives and action plans were
established and budgeted to entitlement with regular
reviews to track results
Quality concept changed from inspection to high FPY
with less inspection needed
An inventory management system, measurements,
and mindset was established
Set up Sales and Marketing CFT in partnership with
selected customer accounts to achieve improvement
across the supply chain, resulting in faster market
response and lower costs
Implemented standard cellular manufacturing
process at all seven sites
"The Greater Yield Knowledge Leaders helped us respond faster to our customers and
achieve better financial results.
" —CEO
Executive Summary
Largest passenger railroad in North America
Carries 25 million passengers annually
Growing needs and challenges of intercity rail
services
Assessment: Selected by Inspector General to
assess current equipment, maintenance and
fleet planning
Implementation: Selected by Chief Mechanical
Officer at three locations to implement process
improvement methodology at locomotive and
coach car shops
Challenges
Pressure over tax payer subsidies
Concerns over fleet management and
maintenance practices
Lack of fleet planning
Equipment, repair and overhaul
efficiencies
Result*
Reduced preventive maintenance cycle time
on locomotives 31% and on coaches 15%
Reduced preventive maintenance frequency
on locomotives 33% and on coaches 53%
Reduced bad order repair time on locomotives
35%
*Results produced on a select family of locomotives and coaches at specific maintenance facilities
