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Sample Results:

Japanese Bio-Tech Firm – HQ asked - why did you wait so long? The Managing Director waited 12 years before engaging us.

Steel Recycling Plant – achieved 50% increase in throughput within 3 months by reorganizing the workflow thus helping the team consistently achieve throughput they had performed only three times before.

Sample Results:

Large Oil and Gas Upstream Producer – Saved $90 million over three years by reprocessing TurnArounds to use redundant equipment during shutdown.
Mid-West Paper Mill - Increased uptime by 3.5% by reducing unscheduled downtime.

Sample Results:

Plastics Raw Material Producer – Identified a 45% imbalance of indirect professionals showing a $28 million in savings.
East Coast Refinery Identified $28 million in savings in the maintenance department due to 92% passive management behavior, contributing to poor job coordination, resulting in time on tools of 28%. Results lead to a significant reduction in overtime, and a step forward leap in time on tools, and work order backlog reduction.

Safety There's no room for mistakes when moving parts. First line manager modeling drives compliance
Efficient, Effective Execution Staying competitive while improving outcomes
Process Improvement We take an in-depth look and fine-tune all procedures for quality and efficiency
Corporate Goals & Objectives Process, Systems & Behavior aligned to support corporate direction

Approach Modern and Proven

Empower2Ownership(tm)

Improvement focus on ROCE, Reliability, Uptime, Time on Tools, Structured and disciplined improvement programs, IT integrated performance management operating systems, First-line manager leadership engagement training & coaching, Accountability improvement, Multi-level manager coaching & development, Turn key total productive maintenance programs, Improved planning and scheduling, Master scheduling, Financial results improvement,  Five-Six S programs, LEAN optimization, Root cause analysis, Productive job starts, Skills improvement programs,  Process review and improvement, Agile-Scrum project management techniques, TurnAround & Major projects improvement, SD-SU improvement, Change-over improvement, Asset utilization ROCE improvement, Supply chain best practices, Organizational alignment, Span of control - maximized outreach, Optimized work to time relationship development, Short interval management, Productivity improvement, Optimize staffing levels, Research-problem solving systems, Coaching & training of performance discussions, Delay management & prevention, Change management buy-in, Safety culture building - Safety modeling, Shared Risk-Fee sharing and Project financial guarantee.

Sample Project Experience

Chevron Mining Incorporation
Covestro-(Bayer Material Science)
ConocoPhillips Canada
Suncor-Oil Sands
Suncor-Sarnia
Fischer Clinical
Heidelberg Cement
Luvata Northwest Pipe
One Beacon Insurance
Sierra Nevada Corporation
West Chemical
CHS Laurel
Enbridge Toronto
Monroe Energy Philadelphia
Roadway Express
Con-Way
Southern Express
American Freightways
Excel Logistic
Wilson Trucking
Old Dominion Truck Line
YRC Freight
White Birch Paper Company
Cellu Tissue
Henkel Loctitte
Tara Mines
DHL
Olympus Diagnostica
Claymont Steel
The Making of Champions

Sample Results

Japanese Bio-Tech Firm – HQ asked - why did you wait so long? The Managing Director waited 12 years before engaging us.

Steel Recycling Plant – achieved 50% increase in throughput within 3 months by reorganizing the workflow thus helping the team consistently achieve throughput they had performed only three times before.
Large Oil and Gas Upstream Producer – Saved $90 million over three years by reprocessing TurnArounds to use redundant equipment during shutdown.
Mid-West Paper Mill - Increased uptime by 3.5% by reducing unscheduled downtime.
Plastics Raw Material Producer – Identified a 45% imbalance of indirect professionals showing a $28 million in savings.
East Coast Refinery Identified $28 million in savings in the maintenance department due to 92% passive management behavior, contributing to poor job coordination, resulting in time on tools of 28%. Results lead to a significant reduction in overtime, and a step forward leap in time on tools, and work order backlog reduction.

929-399-SAVE (7283)