Lumber/Millwork Manufacturing Streamline Work Order Execution Process: Developed current state value stream map to identify areas of improvement in the creation and execution of production work orders; resolved top issues; created future state map; developed and rolled out implementation plan; conducted training; and wrote documentation.
Introduce 5S/Lean Principles to Door/Millwork Shops (2 Locations): Took baseline pictures and assessed current state of facility relative to organization/cleanliness; developed and presented training materials for staff to learn/understand continuous improvement principles; coached staff leaders on implementation strategy.
Optimize Door Shop Warehouse Layout: Determined top-selling SKU’s to prioritize which products should be organized and located to facilitate most efficient flow of materials and labor; established baseline layout of equipment, machinery, labor, materials, and supplies; evaluated several layouts and compared to management criteria for best method for flow of labor and products; organized implementation plan to facilitate improvements.
Streamline Window Field Service/Repair Process: Developed Current State process map, determined kaizen bursts for improvements to process steps, tested changes, and implemented Future State process map with documentation and metrics.
Streamline Architectural Hardware Order/Installation Process: Developed Current State process map, determined kaizen bursts for improvements to process steps, tested changes, and implemented Future State process map with documentation and metrics.
Streamline Estimating Process: Developed Current State process map, determined kaizen bursts for improvements to process steps, tested changes, and implemented Future State process map with documentation and metrics.
Optimize Lumber Yard Layout: Determined top-selling SKU’s to prioritize which products should be organized and located to facilitate most efficient flow of materials and labor; established baseline layout of equipment, machinery, labor, materials, and supplies; evaluated several layouts and compared to management criteria for best method for flow of labor and products; organized implementation plan to facilitate improvements.
Streamline Credit Return Process: Developed current state value stream map to identify areas of improvement in receiving, evaluating, and issuing credit for returned products; resolved top issues; created future state map; developed and rolled out implementation plan; conducted training; and wrote documentation.
Develop Operational Metrics: Determined top three to five performance variables to monitor production/service performance; developed data collection methods and spreadsheets to track daily results; developed and posted charts with targets for analysis and improvement.
Optimize Production Layout: Determined optimal product flow through five-step production process, reduced batch sizes to institute single-piece flow and production smoothing; trained production operators and management on 5S/Lean concepts and principles.
Streamline Truck Turnaround Process: Determined critical elements of truck turnaround process (external/internal/external times); established metrics for weekly tracking of turnaround performance; trained production operators and management on 5S/Lean concepts and principles.
Metrics and Corrective Action: Worked with senior management team to identify and develop five critical business metrics; developed guidelines and facilitated first three months of management review meetings. Unionville, CT.
Optimized Layout: Identified current state conditions for the yard and millwork warehouse and developed several options for improving product group layout. Avon, CT.
Improve Millwork Shop Layout: Established baseline layout of equipment, machinery, labor, materials, and supplies; determined best method for flow of labor, materials, and information; organized implementation plan to facilitate improvements.
Introduce 5S/Lean Principles to Millwork Shop: Took baseline pictures and assessed current state of facility relative to organization/cleanliness; developed and presented training materials for staff to learn/understand continuous improvement principles; coached staff leaders on implementation strategy.
Streamline Receiving Process: Developed current state value stream map to identify areas of improvement in receiving and storing raw materials; resolved top issues; created future state map; developed and rolled out implementation plan; conducted training; and wrote documentation.
Improve Door Shop Layout: Established baseline layout of equipment, machinery, labor, materials, and supplies; determined best method for flow of labor, materials, and information; organized implementation plan to facilitate improvements.
Introduce 5S/Lean Principles to Door Shop: Took baseline pictures and assessed current state of facility relative to organization/cleanliness; developed and presented training materials for staff to learn/understand continuous improvement principles; coached staff leaders on implementation strategy.
Develop Operational Metrics: Determined top three to five performance variables to monitor production/service performance; developed data collection methods and spreadsheets to track daily results; developed and posted charts with targets for analysis and improvement.
Optimize Lumber Yard Layout: Determined top-selling SKU’s to prioritize which products should be organized and located to facilitate most efficient flow of materials and labor; established baseline layout of equipment, machinery, labor, materials, and supplies; evaluated several layouts and compared to management criteria for best method for flow of labor and products; organized implementation plan to facilitate improvements.
Introduce 5S/Lean Principles to Lumber Yard: Took baseline pictures and assessed current state of facility relative to organization/cleanliness; developed and presented training materials for staff to learn/understand continuous improvement principles; coached staff leaders on implementation strategy.
Lumber/Millwork Manufacturing Introduce 5S/Lean Principles to Truss Production Operations: Took baseline pictures and assessed current state of facility relative to organization/cleanliness; developed and presented training materials for staff to learn/understand continuous improvement principles; coached staff leaders on implementation strategy.
Develop Operational Metrics: Determined top three to five performance variables to monitor production/service performance; developed data collection methods and spreadsheets to track daily results; developed and posted charts with targets for analysis and improvement.
Optimize Lumber Yard/Millwork Distribution Center Layout (3 Locations): Determined top-selling SKU’s to prioritize which products should be organized and located to facilitate most efficient flow of materials and labor; established baseline layout of equipment, machinery, labor, materials, and supplies; evaluated several layouts and compared to management criteria for best method for flow of labor and products; organized implementation plan to facilitate improvements. Raymond, NH, Lawrence and Amesbury, MA.
Introduce 5S/Lean Principles to Lumber Yard and Conduct 5S Audits (3 Locations): Took baseline pictures and assessed current state of facility relative to organization/cleanliness; developed and presented training materials for staff to learn/understand continuous improvement principles; coached staff leaders on implementation strategy; conducting routine (quarterly to semi-annually) follow-up audits to monitor progress, report results, and recommend further improvements. Raymond, NH, Lawrence and Amesbury, MA.
Streamline Kitchen Design Work Order Process: Developed current state value stream map to identify areas of improvement in generating sales orders, designing kitchens, ordering products, and supervising field installation; resolved top issues; created future state map; developed and rolled out implementation plan; conducted training; and wrote documentation. Raymond, NH, Lawrence and Amesbury, MA.
Optimize Trim Cutting Operations: Reviewed current software and manual methodology to determine cut lists and priorities; matched methodology to new software chosen to optimize saw time and minimize scrap/waste; facilitated transition to new software.
Streamline Door Shop Production Process: Developed current state value stream map to identify areas of improvement in receiving and storing raw materials, layout of machinery/equipment and supplies, and executing work orders; resolved top issues; created future state map; developed and rolled out implementation plan; conducted training; and wrote documentation.
Develop Operational Metrics: Determined top three to five performance variables to monitor production/service performance; developed data collection methods and spreadsheets to track daily results; developed and posted charts with targets for analysis and improvement.
Introduce 5S/Lean Principles to Lumber Yard Operations and Conduct 5S Audits (10 Locations): Took baseline pictures and assessed current state of facility relative to organization/cleanliness; developed and presented training materials for staff to learn/understand continuous improvement principles; coached staff leaders on implementation strategy; conducting routine (quarterly to semi-annually) follow-up audits to monitor progress, report results, and recommend further improvements.
Optimize Lumber Yard Layout (2 Locations): Determined top-selling SKU’s to prioritize which products should be organized and located to facilitate most efficient flow of materials and labor; established baseline layout of equipment, machinery, labor, materials, and supplies; evaluated several layouts and compared to management criteria for best method for flow of labor and products; organized implementation plan to facilitate improvements.
Develop Operational Metrics: Determined top three to five performance variables to monitor production/service performance; developed data collection methods and spreadsheets to track daily results; developed and posted charts with targets for analysis and improvement.
Introduce 5S/Lean Principles to Lumber Yard Operations and Conduct 5S Audits (2 Locations): Took baseline pictures and assessed current state of facility relative to organization/cleanliness; developed and presented training materials for staff to learn/understand continuous improvement principles; coached staff leaders on implementation strategy; conducting routine (quarterly to semi-annually) follow-up audits to monitor progress, report results, and recommend further improvements.
Streamline Credit Return Process: Developed current state value stream map to identify areas of improvement in receiving, evaluating, and issuing credit for returned products; resolved top issues; created future state map; developed and rolled out implementation plan; conducted training; and wrote documentation.
Lumber/Millwork Manufacturing Streamline Work Order Execution Process: Developed current state value stream map to identify areas of improvement in the creation and execution of production work orders; resolved top issues; created future state map; developed and rolled out implementation plan; conducted training; and wrote documentation.
