Here are some types of companies where we have performed work, and examples of services provided and results achieved:
The company was having consistently high failure rate of its precision cast aluminum parts made by a vendor in China, even though they were passing the vendor's own in-house inspections. By going to the vendor's site in Wuxi and reviewing all manufacturing and test records, we found the vendor changed the RT standard used which did not meet JV's specification and therefore did not adequately detect all faults. During the review we also found a lack of product quality consistency due to inadequate QC at critical steps. By recommending changes to the vendor's quality program for this product, the failure rate dropped from 42% to 3%.
One major corp. acquired a small U.S. company in the hopes of expanding its offerings into a highly regulated market. Our consultant conducted a thorough review of the statutory requirements based on the specific work to be provided by the new business, against the QMS of the major corporation currently in use successfully. Since the new work only involved a very limited and specific area of the new industry, we were able to determined the exact changes required to meet regulatory requirements without overburdening the rest of the existing operation with unnecessary operations or documentations. This analysis potentially saved our customer millions of dollars per year in new operating costs. In addition, we provided project management services for the integration of the two companies, including branding changes, re-org recommendations, team building exercises, and risk mitigation plans.
The company made very high end commercial and residential cabinetry, with good manufacturing processes in the shop that normally met budget and schedule. However the company frequently had low net profit and poor cash flow for the total project. Upon review of its practices, we found its project managers not tracking field T&M costs on a daily basis, therefore the final accounting was not known until the end of the projects. In addition, the PM's were not documenting extra work requested at site by the Owners, thus AR could not bill based on signed EWA's. Our consultant developed a daily project cost tracking sheet that is not cumbersome to the PM's, and changed the contract language to include better milestone payments, compensation for delays caused by others, and payments to suppliers based on positive cash flow.
Top down strategic vision not well disseminated to and understood by the overseas subsidiary and its BU's, resulting in lack of alignment and conflicting use of resources for R&D and capital investment. Southstar Global consultants translated the strategy map from the parent company, and worked with the SVP of the subsidiary company and the VP's of its BU's through various analysis methods such as SWOT, PEST, 3C, VCA, etc., to craft specific roadmaps that can be understood by all employees of each individual organization. Balance Scorecards with CTQ drilldowns were then built to schedule the sequence, timing, resources, and resulting metrics of improvement initiatives. We also provided objective progress tracking and coaching on both complex initiatives via DMAIC projects and Kaizen workshops.
A small advanced digital instrument R&D and manufacturing company was not able to efficiently turn its great technical concepts into marketable products quickly. There were often too many concurrent items in the product backlog without a clear release plan from the product owner, and the director of R&D spent too much time and resources anticipating customer needs and refining the designs. Our consultant recognized the company needed to release Minimum Viable Product (MVP) per the lean startup methodology, and receive customer validation as early as possible. As a result, the company found an early adopter customer who was willing to be a co-product developer/tester, and a deal was struck that allowed the customer a royalty share in future sales. The company transformed from a Gate Review process to a Sprint process.
A successful field service business heavily dependent on repeat customers grew quickly and added experienced project managers and engineers to form additional project teams. However the company could not get consistent results and customer satisfaction between project teams, leading to customers routinely requesting only certain specific project teams or else no contract. Upon review by our consultant of the company's QMS, interview with customers and successful PM's, it was determined that many best practices were retained privately by the successful teams and not utilized by all teams. The QMS was not supported by sufficient procedures and guidelines in key areas such as outage planning, parts recommendation, pre-project meetings, communication & reporting, safety, and conflict resolution. Sections of the QMS and/or supporting documents were either revised or newly created. In the year since, the customer satisfaction rating has improved from 1.8 to 4.1 (out of 5)