Management Dynamics, INC.

OPERATING PROBLEMS: Improve production scheduling, staging of materials, improve line balancing, eliminate assembly line bottlenecks and improve maintenance department performance.
RESULTS: Our efforts assisted the customer, in a highly participative project, to improve production throughput by 17%. Client's CFO indicated this represented between $6-7 million to the bottom line.

OPERATING PROBLEMS: Operating 24 hours a day/7 days a week, company was unable to keep up with the growing volume requirements of disposable contact lenses. An additional 20-22% capacity improvement potential in the molding operation existed; backorder situation was worsening; Yield and capacity improvement opportunities existed' Control over labor, machines and work flow were not tightly monitored.
PROJECT APPROACH: Revised key throughput, yield and quality standards in operating areas to reflect project performance goals. Reviewed and modified forecast techniques. Improved production planning in order to improve responsiveness, reduce number of changeovers and reduce backorders. Hand operations were standardized and goals established for each step and line in the process. Improved maintenance and tool room assignments. Planned work center backlog levels were established in order to smooth the flow of batches. Redundant inspections were eliminated without sacrificing quality.
RESULTS: Throughput was increased by 27%, Yields improved by 5%, Order cycle days dropped 34%, Backorders were reduced by 92%, Annualized savings..... $6.2 million.

OPERATING PROBLEMS: Missed deliveries on high end custom product which required financial penalties for late deliveries. Significant rework and overtime was required to meet designated deliveries. Orders were withheld due to poor customer service and quality issues.
PROJECT APPROACH: Improve shop floor schedules from engineering to finished product with emphasis on raw materials availability and skill assignments. Reduction in cycle time between activities and rearrangement of critical processes with limiting factors such as paint.
RESULTS: Kanban system for materials and parts, improved scheduling system for " real time build". Daily status of each unit to determine the next days skill requirement. Both quality and deliveries benefited from program that is still in place today. Throughput was increased by 28%. Profit improvement was six fold.

PHONE: 770-953-9553
FAX: 770-953-8603