A longer heading to establish major facets of the product.
An optional subheading to provide additional context.
US Airforce, Ogden Air Logistics Center 572nd AMXG, C130 Production Line
MRO/STO
Project
Aircraft Maintenance, Repair and Overhaul
Before
- Turnaround time 240 days.
- 13 aircraft in repair cycle.
After
- Turnaround time 160 days.
- 7 aircraft in repair cycle.
- 75% fewer defects.
Boeing Space & Intelligence Systems
Engg/PD
Project
Satellite Design and Assembly
Before
- Reflectors were the constraint in Antenna and Satellite delivery.
- Electronic units were late, delaying Satellite subsystems.
- Classified Government program was behind schedule and losing money.
- Operation was losing $200M a quarter.
After
- Doubled Reflectors throughput and reduced cycle time by 28%, alleviating delivery constraint.
- Increased productivity in Antenna Assembly and Test by 64% and subsequently another 26%.
- Reduced cycle time for Electronic units, allowing subsystems to finish 30% faster.
US Department of Defense Procurement Organization
Other
Project
Processing of Purchase Requests
Before
- Long delays in processing requests.
- Long cycle times.
After
- Delays reduced by 40%.
- 76% reduction in cycle time.
- 29% increase in throughput.
TAP Portugal
MRO/STO
Project
Aircraft Maintenance, Repair and Overhaul
Before
- Completed a C-check in 16 days on average.
After
- Completed a C-check in 12 days on average.
- Freed up capacity to save$260,000 in outsourcing costs.
ABB Halle
MRO/STO
Project
Transformer Repair and Overhaul
Before
- 42 projects completed.
- On-time delivery was 68%.
After
- 54 projects completed in the following year.
- On-time delivery improved to 83%.
Dr. Reddy’s Laboratories
Engg/PD
Project
Pharmaceutical New Product Development
Before
- 6 projects completed.20% projects on time in 12 weeks.
- 85 global generics and PSAI filings.
- 85 product launches.915 days cycle time for full development.
After
- 11 projects completed (83% increase).
- 80% projects on time (60% increase).
- 110 filings in the following year (30% increase).
- 149 launches in the following year (75% increase).
- 563 days cycle time for development in the following year (40% faster).
Hamilton Beach Brands, Inc.
Engg/PD
Project
New Product Development For Home Appliances
Before
- 34 new products per year.
- 74% projects on time.
After
- Increased throughput to 52 new products in the 1st year, and to 70+ in the 2nd year, with no increase in headcount.
- 88% projects on time.
Delta Airlines, Inc.
MRO/STO
Project
Aircraft Engine Repair and Overhaul
Before
- 476 engines produced per year.
- 4-8 weeks piece-part cycle time.
- 60 days landing gear turnaround time.
After
- 586 engines produced per year (23% increase).
- 30% reduction in engine turnaround time.
- 15 days piece-part cycle time (70% reduction).
- 25% increase in throughput.
- 30 days landing gear turnaround time (50% reduction).
- $60M monetized in assets from reduced turnaround time.
- Ongoing improvement:10 days piece-part turnaround time (30% further reduction).
Tata Steel
MRO/STO
Project
Plant Maintenance and Upgrade
Before
- 300-500 days for boiler conversion.
- Routine maintenance took too long.
- 11 days planned for shutdown.
- $2M revenue generated per day.
After
- 120-160 days completion time(68% faster).
- 8.8 days shutdown achieved.
- $4M revenue gained.
US Airforce, Warner Robins Air Logistics Center C-5 Production Line
MRO/STO
Project
Aircraft Repair and Overhaul
Before
- Aircraft throughput was 33.36 aircraft on station.
After
- Aircraft throughput increased to44 in the following year (33% increase).
- 24 aircraft on station, 12 aircraft returned to Air Force.
Terumo Heart Inc.
Engg/PD
Project
Medical Device Development
Before
- Laser Cover Welding Qualification project ran for 2 years.
After
- Similar project ran for only 6 months.
- 90% on-time delivery (within one week)
Hyatt Hotels
Construction/Infra
Project
New Hotel Projects
Before
- Execution rate was 40% of plannedrate in the finishing stage.
After
- Execution rate was doubled through synchronisation between 40 execution contractors, vendors& consultants.
Vardhman Special Steels
Construction/Infra
Project
Hot Strip Mill Expansion Project
Before
- Industry standard of 12 months fora similar project.
- 2 Shutdowns planned.
After
- Project completed 1.5 months ahead of management target.
- Shutdowns completed on-time with added scope.
Airgo Networks
Engg/PD
Project
Next Generation Wireless Technology Product Development
Before
- Cycle time from first silicon to production for 1st generation was 19 months.
After
- Cycle time from first silicon to production for 2nd generation was 8 months.
BHP Billiton
Construction/Infra
Project
Iron Ore Asset Development Projects
Before
- 25,800 man-hours of engineering design work had to be completed in 8 months.
- Historical delays of 2 weeks and man-hour overruns of 20%.
After
- Project finished 3 weeks early.
- Productivity increased by 25% with only 19,500 man-hours needed.
Emcocables
Construction/Infra
Project
Manufacturing Plant Construction
Before
- 11 months industry standard project duration.
After
- 7 months to project completion (55% additional revenue 4 months earlier).
Emesa
Construction/Infra
Project
TGV Station Construction
Before
- 6 months left to deliver, and project was 5 months late.
After
- Completed 11 months of work in 6 months.
- Project on time (€5 M penalty avoided).
Thyssen Krupp
Other
Project
Automotive Assembly Systems
Before
- 70% of projects were late.
- High overtime and outsourcing.
After
- Lateness reduced by 50%.
- 63% gains in productivity.
- 15% more projects completed.
Skoda Power
Other
Project
Steam Generators
Before
- 20 casings per year.
- 60% on-time delivery.
After
- 27 casings per year (30% increase).
- 90% on-time delivery.
- 20%-30% faster cycle time.
eircom
Other
Project
Telecommunications Network Design & Installation
Before
- On-time delivery was less than75%.
- Average cycle time was 70days.
After
- Increased on-time delivery to over98%.
- Average cycle time reduced to 30 days.
ABB Cordoba
Other
Project
Power Transformers
Before
- Engineering cycle time was 8months.
- On-time delivery was 85%.
After
- Engineering cycle time reduced to3 months.
- On-time delivery improved to 95%.
- 16% increase in manufacturing throughput (revenues).
Airbus Defence and Space
Other
Project
Engineering and Manufacturing Payloads for Telecommunication Satellites
Before
- 24 installation drawings per week in design office.
- 41% engineering cost overrun in customisation of new payloads.
After
- 32 installation drawings per week(33% increase in throughput).
- 6% engineering cost overrun(85% reduction).
Ismeca Semiconductor
Other
Project
Semiconductor Handling Systems
Before
- 84 days overall cycle time.
- 24 days production cycle time.
After
- 64 days overall cycle time (25%reduction).
- 10 days production cycle time (60%reduction).
US Navy, Fleet Readiness Center Southeast, F-18
MRO/STO
Project
Aircraft Maintence and Upgrades
Before
- Produced 6 aircraft a year before implementation.
- WIP of 36 aircraft on station.
After
- Increased annual throughput by 81% (from 6 aircraft to 11).
- Reduced WIP from 36 aircraft to 17 aircraft.
- Grew engineering and support capacity to maintain 30 aircraft per year up from 21.
Amdocs
Engg/PD
Project
Customer Experience Systems Customized SW Development for Telecommunications
Before
- Market pressure to reduce cost and cycle time.
- 8 projects in crisis requiring CEO level attention.
After
- 14% increase in revenue/man-month.
- 20% reduction in cycle time.
- 0 projects in crisis in the following year.
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