Testimonials:

Clients have received results at many times the consulting fees paid.  References on request

Emhart Glass, USA, Sweden

• Introduced CDM, Demand Flow planning methods in the manufacturing of large machines and in their multi-flow machine shop environment,  machining components and assembly of spare part assemblies for  glass molding machines and automated glass testing equipment

• Reducing customer delivery time from 8 to 10 weeks to 1 week, which lead to a 3 to 4 fold increase in spare parts assembly sales and the elimination of pirate suppliers 

• Improving on time deliveries from 60% to >90%.

• Achieving a 25% productivity increase in spare part assemblies

Verhulst, Netherlands

• Implementing CDM, LEAN and DFM to make improvements in sheet metal fabrication to assembly operation improving customer delivery time for large buildings air handling equipment, from 4 - 6 weeks to one week

• Improving process flow, eliminating set ups, process steps and part shortages

• Applied DFM concepts  to redesign new product reducing the cost by 50% and improving assembly rate from 50 per day with 8 assemblers to 200 per day with 2

DataCard, MN

• Spearheaded a total LEAN and CDM revamping of manufacturing and materials handing process with positive impact on cost, inventory, and quality

• Enabling Data Card to grow from $175 to $350 million over three years with no increases in floor space, direct or indirect labor or inventory levels, this was estimated to be a $5.5 million annual reduction in annual operating cost

• Improving customer delivery time from six months to one week

• Implemented new a ERP system setting up a Demand Flow process for configured products with a two level Master Schedule and elimination of manual ERP planning

• Streamlined 3 credit card printing and finished card processing plants

• Streamlined 3 credit card imprinting and mailing plants

• Reviewed and Streamlined worldwide service and repair operations

Tennant Corporation, USA, Netherlands

• Spearheaded LEAN Six Sigma revamping of component manufacturing and unit assembly process with dramatic improvements in cost, inventory, and customer delivery

• Revamped sheet metal fabrication of vehicle frames and components from a batch build to a dally flow greatly reducing inventory and floor space

• Implementing weld fixtureless welding of vehicle frames, eliminating the need for weld fixtures saving over a million dollars in fixture tooling expense per vehicle

• Changed vehicle assembly from batch build to finished goods to a flow assembly process where vehicles are assembled to customer order configuration daily

• Improving average customer delivery time from 10-12 weeks to 1-2 days

• Designed and implemented a new on line real time worldwide Engineering Change process cooperate wide that dramatically improved ECO processing and implementation time from months to days

Skaga, Sweden

• Introduced CDM, Demand Flow planning and LEAN methods into a rubber molding process for pump lining doubling factory productivity and reducing set up times by >90%

• Improving customer delivery time for all pump linings from 10 to 16 weeks to 1 week, while improving customer satisfaction and reducing worldwide inventory

Hydrauto, Sweden

• Introduced CDM, Demand Flow planning methods into a multi-flow machine shop environment machining components and assembly of over 600 sizes of hydraulic cylinders 

• Eliminating manual shop scheduling

• Improving customer delivery time from 4 weeks to 1 week

• Improving on time deliveries from 80% to >99%. • Achieving a 15% productivity increase in a 200 person NC machine shop

Mallinckrodt, MN

• Implemented CDM and LEAN improvements in a medical device assembly and disposable stocking environment setting up a Demand Flow process which improved direct and indirect productivity

• Improving build cycle time from 4 - 6 weeks to one day, while increasing on time performance from 70% to >99%

• Eliminating ERP manual planning activities the need for accurate forecasts

• Freeing up over 50% of the production floor space, eliminating offsite storage

True Temper Sports, MS

• Implemented Lean Six Sigma improvements into a graphite golf shaft operation improving on time delivery performance from 0% in 4 to 6 weeks to 100% in 1 week.  Daily production rate of graphite golf shafts was 5000 with over 500,000 in rejected storage

Implementing process flow changes which eliminated all rejected shafts during the production process creating 100% yield

• Eliminating all rejected shafts in storage which resulted in the elimination of a 100,000 square foot warehouse, pallet racking and forklifts

• Introducing a new scheduling matrix for golf shaft production which was key in reducing the lead time of customer orders

BI Technologies (Division of Emerson), CA, Mexico, Scotland, Malaysia, Japan

• Implementing CDM, Customer Driven Manufacturing, a unique planning and scheduling method which turns an ERP system into a Demand Pull system in 6 high volume electronic component manufacturing facilities dramatically improving customer deliveries while lower inventories and improving operational performance.  Merged the 6 facilities ERP systems with worldwide distribution, dramatically reducing distribution and transportation cost

• Resulting in dramatic impact on cost structure for all 6 facilities

• Improving worldwide customer delivery time from 4 -16 weeks to 1 day to 2 weeks

• Reducing worldwide inventory from $23 to $9 million

• Eliminating the manual ERP planning activity and dependence on forecast accuracy

Kawneer, CA

• Implemented LEAN Six Sigma improvements into a extruding press to assembly operation improving customer delivery time for commercial store fronts, replacement wall systems, and doors from 4 - 6 weeks to 1 to 2 days

• Improving process flow, eliminating set ups, process steps and part shortages

• Developed new packaging strategy, dramatically reducing installation time at job sites

Numerous assignments with many companies implementing ERP systems

• Streamlining manufacturing processes and correctly faults to insure successful implementation of companies ERP systems

• Streamlining stockroom and warehouse activities and improving Inventory Record Accuracy for companies

• Revamping Engineering Change Control systems and New Product Introduction process for companies 

• Conducted public educations classes to help manufacturing companies improve process

• Enterprise Resources Planning, ERP class

• Bills of Material Structuring, BoMs class

• Engineering Change Control, ECC class

• New Product Introduction, NPI class

o BoM, ECC and NPI classes chosen by Boeing to model in house training for company wide ERP training

o ECC and NPI classes chosen by Sun Micro System and Boeing to model in house training for engineers and supporting organizations

• Design for Manufacturing, DFM class

• Inventory Record Accuracy, IRA class

Strategies for Competitive Manufacturing

David Waliszewski, P.E., CPIM

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