Process Improvement: Truck Turnaround Time Reduction – studied the flow and layout of lumber truck turns in the Main Yard; developed two loading zones and coordinated work of pickers, stagers, loaders, and drivers to reduce truck turns by 50% over the first three months.
Process Improvement: Developed and facilitated senior management “kaizen team” to oversee and direct process improvement activities; developed top five metrics for management to monitor and evaluate production and inventory control performance. Woodstock, IL.
Streamline Warehouse Shipping/Receiving Process: Developed current state value stream map to identify areas of improvement in the warehouse of a millwork production facility, focusing on the flow of purchased and received materials through shipment; resolved top issues; created future state map; developed and rolled out implementation plan; conducted training; and wrote documentation. Jessup, MD.
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.
Process Improvement: Developed current state information process and Value Stream Maps of the truss quote-to-cash process; acted upon over thirty kaizen bursts, focusing on production control and product flow improvements.
Optimized Layout: Developed template of truss machinery and auxiliary equipment to determine best layout within several potential new buildings in various locations around the current truss plant.
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.
Process Improvement: Created baseline worksheets for tracking production data for a custom interior door and trim shop, linking information from quotes, sales orders, work orders, purchase orders, and invoices. Goshen, IN.
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.
