Client Case Studies
The following case studies clearly demonstrate our analytical approach to problem solving. None of these companies, however, face the same challenges as your company. The specifics may differ, but the bottom line is always the same: Improved Performance.
Metal Fabrication Manufacturer
This Manufacturer produces metal railings, stairs and structural steel for the construction industry.
Challenge
Management agreed that they needed to redesign their plant flow and systems to increase capacity and improve efficiency in anticipation of improving sales.
Response
McNamara and Associates worked with management and production employees together to redesign the flow of material, reduce setup on a key bottlenecked machine, improve metrics and understand project management.
Results
Within one year, capacity had increased by 20% and sales grew to more than match it.
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Prefabricated Home Manufacturer
This manufacturer of modular and panelized homes has markets in Atlantic Canada and New England.
Challenge
After a banner year the Company realized that they needed more capacity to avoid turning away sales. They expected a 20% increase in sales and needed to increase their capacity by that much at least.
Response
McNamara and Associates discovered that plant size and lack of available skilled workers was a constraint. By using TOC’s 5 focusing steps, training sessions and simulations, managers were able to exploit and subordinate to significantly improve output as well as improve safety for their workers.
Results
Within six months capacity increase by 50% exceeded sales demand and reduced work in process by 30%.
Hub Meat Packers
Hub Meat Packers was one of the largest full service food processors in Canada.
Challenge
With net profit margins less than 2%, a strong confrontational union and an old school management style, profits and relations with the union needed to improve
Response
McNamara and Associates facilitated an approach to continuous improvement that involved awareness training using continuous improvement strategies developed by Dr. Edward Deming. Improvement teams were mobilized and foremen were taught how to problem solve and resolve conflicts.
Results
Within 6 months, dozens of teams had made improvement efforts throughput the operation. One group called the “Ham Boning” team improved yield in their area by over 9 percentage points resulting in a savings of over $1 million dollars.
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Island Cabinets Limited
Client
Island Cabinets Limited is a manufacturer of Custom Kitchen Cabinets serving Atlantic Canada and New England.
Challenge
After expanding their plant, adding a new spray booth and new equipment, Island wanted to implement systems that would insure that lead times would not grow while sales increased.
Response
Using a series of exercises, simulations, interactive strategy session McNamara and Associates helped management to employ a simplified DBR scheduling system, redesign the rough mill and bring in their door making process in house for better control.
Results
Within four months the 20 day moving average of equivalent boxes per day increased by 60% while lead times held steady or were reduced significantly.
Clothing Manufacturer
This specialty clothing manufacturer is North America's leading manufacturer of leather products for Scottish Highland Dress. A range of items for the Irish, Welsh and Celtic are also proudly manufactured on the premises of our Nova Scotia.
Challenge
With delivery times at 2 to 3 weeks, new products and a new promotional campaign active, the Company needed to improve its reliability and delivery times.
Response
McNamara and Associates worked with the operations manager and employees to facilitate a JIT rapid response system to reduce the order backlog, produce goods more productively and make available materials and sub assemblies in a visual inventory.
Results
Lead times and order backlogs dropped dramatically. Order lead times went from 3 weeks to 2 days.
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Ink Jet Recycler
A recycler of ink jet cartridges, this operation resells the cartridges in several retail stores around Atlantic Canada.
Challenge
Retail stores were running out of product. The
production team was unable to replenish the retail
shelves as fast as they were being depleted.
Productivity and capacity had to be improved.
Response
McNamara and Associates facilitated reduced batch sizes and encouraged production to refocused efforts towards replenishing stock. Internal bottlenecks were analyzed and management assisted in revising production procedures.
Results
Within three months, productivity increased by 300%, shelves were rapidly replenished and capacity increased to the point where new retail stores are being considered.
Royalty Hardwoods
Royalty Hardwoods saws its own logs, dries the wood and mills hardwood into flooring.
Challenge
With modifications to its buildings including a new kiln, the operation needed to increase capacity to allow for an expected sales increase. Plant design and layout were critical.
Response
McNamara and Associates worked with the key players to redesign the molding operation and material handling to optimize throughput and capacity.
Results
Within one year, capacity had doubled to match sales.
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Jewelry Distributor
The Company repackages jewelry for retail and distributes them throughout Canada.
Challenge
Measurements of operator efficiencies frustrated management to the point where they questioned the capacity of their operations to supply the growing market. Productive capacity had to increase significantly.
Response
McNamara and Associates assisted in the application of a rapid replenishment “Kanban’ type system that insured product was always available when needed. Root cause analysis indicated that the local efficiency measurement created illogical behavior which resulted in global inefficiencies.
Results
Within six months capacity increase by 60% with less overtime and stress on the operation.
High Technology Company - Nova Scotia
This operation - in the high technology industry produce highly specialized electronic systems for scientists and researchers
Challenge
With an industry shortage of technical personnel and demand for their products rising exponentially, the company needed a strategy to increase both capacity and productivity while holding the line on technical staff.
Response
McNamara and Associates facilitated a division of labour approach that incorporated Lean and TOC strategies.
Results
Within six months production capacity on one line increased over 250% and on another increased 400% with no additional equipment or space. Labor costs actually dropped. Changes with other product lines have netted similar gains and lead times have shrunk dramatically.
Wildwood Cabinets
Wildwood Cabinets manufacture, retails and installs custom kitchen cabinets.
Challenge
Lead time was 12 weeks and growing.
Response
McNamara and Associates assisted in the implementation of a visual scheduling board that became critical for department synchronization and rapid throughput.
Results
Within one year, lead time had been cut in half from 12 weeks to 6 while sales remained strong.
Office Trailer Manufacturer
Builds, sells and leases Construction Office Trailers
Challenge
Demand outpaced productive capacity and construction duration was too long
Response
McNamara and Associates trained senior management and key production supervisors in CRitical Chain ProjectManagement (CCPM). The process of constructing a trailer was reviewed and re-planned using CCPM.
Results
Within six months, a healthy inventory of trailers were available for sale or lease, thus eliminating any lost sales opportunity. Profit increased by 300% with the same operating expenses and payroll.
Wall Panel Manufacturer
Manufacturers Wall and FLoor Panels for the construction sector
Challenge
Demand outpaced productive capacity
Response
McNamara and Associates established Throughput (as defined by Throuhgput Accounting) as the key performance metric on the production floor. The team discussed root causes and their effects and assisted in the creation of a current reality tree (CRT). They then presented a proposal to senior management to double throughput.
Results
Management accepted the proposal and in less than six months, the result was an increase in throughput of 400% while throughput per man hour increased by 10%.
House Manufacturer
A "stick / site builder and re-seller of prefab homes performs all of the pre-building site work and building set work
Challenge
Demand was to double but resources were limited and project durations were too long. Project Managers needed to reduce project durations to increase the project completion rates
Response
McNamara and Associates trained the project managers in the basics of applying Critical Chain Project Management (CCPM) and then facilitated in the replaning of existing projects. The first project was planned in winter without line power.
Results
By applying CCPM, the site duration was reduced from an expected 12 to 14 days to 8.5 days and the project managers feel that durations of less than 5 days are easily possible.