Our Client is a leading manufacturer and printer of specialty paperboard packaging in northeastern United States. Their in-house carton converting, digital pre-press, mini-flute packaging, and design capabilities support virtually any packaging requirement. They currently do packaging for the health and beauty, entertainment, pharmaceutical, and vitamin industries. Our Client features a broad range of high quality manufacturing capabilities, from flexographic printing on labels to commercial printing to folding cartons.
Improving productivity (output per man-hour) to reduce operating costs.
Increasing accountability with the floor personnel.
Reviewing availability of information and determining proper process flows that contribute to better decision making processes on-the-floor.
Implementing Management Operating Systems (MOS) that focus on integrating all operational areas.
Driving ownership and accountability throughout the various levels of management, as well as ensuring that the organization is able to continually optimize their effectiveness.
The paper waste tracking system did not identify root causes to assist in developing corrective action plans.
There were no specific time expectations (start time, run time, etc…) on daily schedules of what was to be completed by press.
Operators were waiting for other areas: quality inspectors, maintenance, materials or approvals in order to complete their work.
Operators were not running the equipment at targeted speeds.
Operators were adjusting the presses based on experience with no prepared guidelines.
There was inadequate balancing of the work activities between the work areas: production, fold & glue, die and bindery.
Provided training and on-the-floor performance coaching of the Supervisors related to their roles and responsibilities based on more proactive management profiles.
Re-aligned the management team’s roles and responsibilities with their processes, communication requirements and Management Operating Systems (MOS) to ensure consistent internal expectations along with increased levels of customer satisfaction.
Modified work methods and techniques that were causing waste in materials, press utilization, and labor effectiveness.
Developed standards and machine running rates for every aspect of the work execution.
Established required crewing levels which led to the improved planning of work.
Re-defined roles and responsibilities for all Supervisors and Managers.
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Some significant results obtained by our Client included:
33% improvement in yield.
Increased the level of proactive supervisory behaviors from 6% to 45% by focusing on regular tours and communication with all personnel by the Supervisors.
Improvements in throughput of more than 30% on average in all functional areas.
Development of a culture of measurement and accountability at all levels of the organization.
Designed and installed a truly effective planning mechanism from Sales to Shipping.