June 2015

Labor Utilization Analysis & Crewing Tool Implementation

Client Issue: The client was a leading protein production and packaging manufacturer who used heavily manual operations for trimming and styling functions. There were minimal metrics in place to track labor utilization and no usable crewing standards in place for the supervisor to know how many people were supposed to be on the line. Labor was determined by the supervisors estimate for the product run and who showed up that day to work.

Production Throughput Increase Analysis & Implementation

Client Issue: The client was a private equity firm who had recently purchased a rapidly growing CPG manufacturer with sales volumes that were starting to exceed production capacity, especially during peak season. The client wanted to maintain a level workforce and use slower seasons to pre-build inventory for peak season. This was an attempt to level the workload to match the crew and keep overtime hours from spiking during peak season.

Planned & Unplanned Downtime Reduction

Client Situation: The client is a leading CPG / food contract manufacturer who was looking to minimize planned and unplanned downtime. Their production process used a massive cooking system that worked on a timer system and did not have the surge capacity to accommodate substantial packaging downtime. Excessive downtime was resulting in excessive amounts of food loss and additional downtime if the scheduled cook cycle was missed due to packaging downtime.

Exclusive Interview with Norman Bodek, Pioneer in American Lean Manufacturing Movement

In this exclusive interview with Manuficient Consulting, Norman Bodek shares some of the extraordinary details of his career as a one of the pioneers in the American Lean Manufacturing movement. Norman is a publisher, professor, and author who has published hundreds of Japanese management books in English and other languages. Most recently, Norman co-authored the Harada Method, a step-by-step process for setting and achieving personal and corporate goals.

How to Increase Manufacturing Agility in Consumer Packaged Goods

Agility is paramount in the CPG industry. This is driven by rapidly changing consumer tastes and preferences, competition - which drives the need for greater differentiation, varying degrees of automation and manual labor forces, constantly changing packaging technology and platforms, and several other factors. Agility is simply defined as the efficiency of change. In other words, how efficiently can you go from your current state to your desired future state? In the CPG industry especially, the future state is a constantly moving target.

20 Reasons You're Paying Too Much for Raw Materials - And How to Reduce Costs

Raw material is often the single greatest expense for any manufacturing operation. It could range anywhere from 35 - 75% of total cost of goods sold depending on industry and the nature of the supply chain. Unfortunately, many manufacturing companies simply accept this as a "cost of doing business" and are reluctant to explore some of the many opportunities to reduce raw material costs.

Inventory Reduction: Bringing Your Working Capital Cash Back to Life

Inventory is a fact of manufacturing life. It is accumulated and maintained for raw materials, work in-progress (or WIP), and finished goods. We like inventory when it means we can be highly responsive when the customer needs us to be.

New Booklet: The fOS - A Guide to World-Class Execution for American Manufacturers

As any manufacturing leader who has attempted to implement Lean, Six Sigma, Agile Manufacturing or any other Continuous Improvement initiative can tell you, it's not quite as "plug and play" as it seems in all the books and websites. It's now being estimated that as many as 70% of American Continuous Improvement initiatives fail. This video provides some insight to this phenomena and sheds some light on some of the prevailing reasons: