intro to world competition consultants
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World Competition Consultants
523 W. Lamar Alexander Parkway
Suite 12
Maryville, TN 37801
(865) 681-0029
raymond@wcconsultants.com
www.wcconsultants.com
World Competition Consultants
Better, Faster, Cheaper
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Would you be excited to …• Reduce your Operational Costs by 13-40%
• Increase your Productivity between 20-100%
• Reduce Inventory by 25-73%
• Reduce Setup Times by 50-97%
• Reduce your Scrap by 30-50%
• Improve Space Utilization by 30-50%
• Obtain Quality Yield Improvements of 50-90%
• Improve your Order-to-Delivery Lead-Time of 30-87%
• Customer Service (On-Time-In-Full) Improved by 20-42%
• Improve your Cash Flow 30-70%
• Reduce your Number of Suppliers by as much as 77%
• Reduce your Suppliers’ Lead-Time by as much as 83%, and ….
• Get a Return-on-Investment in WCC’s Consultancy Fees >300% in the first year
World Competition Consultants (WCC) has proven expertise in
implementing operational and/or transactional improvements
and achieving dramatic results as shown above.
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World Competition Consultants (WCC)
World Competition Consultants (WCC) will help transform your business into a market
leader by assessing your operational & transactional inefficiencies and closing the gap
to achieving a world-class performance level. WCC is comprised of an international
group of successful seasoned hands-on business practitioners with an extensive &
diversified portfolio of business successes across a vast array of industries. We
differentiate ourselves as consultants as “we have been there, done that and we were
successful”. Our solutions are based on proven-methodologies, not theory. And we’ll
guarantee you, an attractive return on your investment in WCC’s services.
Our business-model allows us to quickly scale our services to meet your requirements.
Our leadership team utilizes industry-practitioners who are Subject-Matter-Experts
(SMEs) in their field. Our resource-pool is boundless. We are not limited to a small-pool
of “traditional” consultants as we have access to some of the best SMEs worldwide.
Our Capabilities
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• Lean Transformations : Eliminating “Waste” from your Operational & Transactional processes.
Achieving cost reductions throughout the end-to-end supply chain, external & internal.
• Business Turnaround : Identifying & implementing the successful incremental steps to correct
your deteriorating financial performance, We have the people to assist you, or take total
control. We can make you competitive with low-cost manufacturing countries.
• Business Transformation : Making fundamental, profound changes in how your business is
conducted in order to help cope with a shift in external and/or internal drivers; e.g. eroding
profit margins, increasing cost competitiveness, changing customer expectations, challenging
market landscape, global politics & economics, etc.
• Factory Moves or Consolidations : Preparation & Management of your factory move or
consolidation. Outsourcing, offshoring and onshoring analysis, planning & execution. We have
never failed a client on making a seamless move while taking care of their customers.
• Operational Due Diligence : assessment for a potential merger or acquisition. After our unique
operational due diligence, our clients go into negotiations knowing more about the seller's
company than the seller does.
And in most cases, we will guarantee a ROI of 300% of our services.
Our Capabilities / What We Do
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Our Value Proposition
Offerings Benefits Differentiators Proof
Lean
Transformations
• Reduce inventory
• Shorten lead-time
• Increase productivity
• Portfolio
Management
• Total Cost of
Ownership
• Business Process
Management
• Improved Financial
Performance
• End-to-End Supply chain
Value stream Mapping
• Routing-By-Walking
Around
• Pull & Replenishment vs.
Push & Forecast
• End-to-End Supply Chain
Strategy & Optimization
• Procurement & Supply
Management Strategies
• Triple-Play Analysis
• Maturity Profiling
• Activity Based Costing
• Product Costing
Framework
• Productivity increase of 20-
40%
• Increase inventory turns to
20-50
• Reduce set-up times by 50-
75%
• Scrap reductions of 30-50%
• Space-used reductions of
30-50%
• Quality improvement of 50-
90%
• Order-to-delivery lead time
improvement of 50-80%
• Improve cash flow 50-70%
ROI
of
300%
Business
Turnaround
Business
Transformations
• Fundamental Changes
in Business Processes
• It's thinking--and acting--in
a new way
Factory Moves or
Consolidations
• Preparation &
Management
• Outsourcing, offshoring
and onshoring analysis,
planning & execution
• Successful seamless moves while
taking care of your customers
Operational Due
Diligence
• Assessment for a
potential merger or
acquisition
• Structured checklist and
approach • Go into negotiations knowing more
about the seller's company than the
seller does.
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Change Orientation
Status
Quo
Change Initiatives
Radical
$$Business
Transformation
Business
TurnaroundLean
Transformation
As the pendulum
moves towards
Radical, the higher
the rewards ($).
Our Approach
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Mobilization Visioning
Assessment
External• Customers• Competitors• Supply Landscape• Regulatory
Internal• Value Stream
Analysis• Waste Assessment
(non-value added activities)
• Operational Effectiveness
• Information Technology Infrastructure
ValidationGapAnalysis
‘Quick Wins’- Implement high benefit process improvements
New Ways of Working
Best Practice
Databases
Best Practice
Databases
We create a gap analysis of your current ways-of-working versus industry best-
practices utilizing our data-driven, fact-based assessment approach ..…
Transformation Approach
We will address your “Pain-Points”, e.g. • Rising Operational Costs / Shrinking Margins
• Rising Customer Expectations
• Customer Service Challenges (On-Time-in-Full)
• Declining Quality / Increasing Cost-of-QualityValue Stream Map-based
Lean Tools & Methodologies
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We will look at your overall Supply Chain but going into greater detail on one or
two product lines.• Understand current business objectives,
strategy, key performance indicators,
performance trends, and ongoing
initiatives
• Develop total cost model, including
headcount by function to operator level;
identify significant overhead costs and
their drivers
• Understand product structure, part and
process variety, and level of
commonality
• ABC classification of product mix by
sales revenue
• Identify one or two representative
products for detailed Value Stream
analysis
• Understand actual costing of
representative products
Review entire supply chain at an overview level
Overview
Specific
Level of Detail
Scope
Focus detailed analysis on a
limited number of representative
products
We drill down on one or two products, lines, etc.
Assessment Approach
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6-Step Approach
Our 6-Step Approach to achieving Operational Excellence …1. Mobilization: Mobilize team and resources as needed.
2. Assessment: After our initial discussion, we’ll establish the “scope” for the Assessment. An
Assessment often includes External & Internal elements depending on YOUR pain-points!a. The basis for our Assessment will be the creation of a Value Stream Map. A VSM is a simple diagram of every
step involved in the material, product and information flows needed to bring a product from order to
delivery (end-to-end supply chain). A current-state map follows a product’s path from order to delivery to
determine the current conditions, and will be the baseline for improvement.
b. We’ll use a full array of Lean Six Sigma (LSS) tools & methodologies to fully assess the current conditions, i.e.
current ways-of-working. A sample of LSS tools & methodologies include Value Stream Analysis, Waste
Assessment (8 deadly Lean wastes), Inventory analysis (raw, work-in-process & finished goods), Stratification
(A-B-C, etc.), Process Lead-Time analysis, Performance Indicators analysis, etc.
c. The assessment can be extended to include your Customers with a Voice-of-Customer scheme and the
creation of a House of Quality (a.k.a. Quality Functional Deployment).
3. Gap Analysis: Utilizing out knowledge and database of industry best practices plus Lean Concepts;
we’ll establish a Gap Analysis of “current ways-of-working” verses best-practices and “operational
excellence”. Operational Excellence is a philosophy of the workplace where problem-solving,
teamwork, and leadership results in the ongoing improvement in an organization. The process
involves focusing on the customers' needs, keeping the employees positive and empowered, and
continually improving the current activities in the workplace.
a. Where applicable, we’ll benchmark your operations verses your competitors and/or industry-leaders.
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6-Step Approach continued
Our 6-Step Approach to achieving Operational Excellence …4. Visioning: Taking all the information obtained during the assessment and the gap-analysis steps
will be used to create a Vision, i.e. a Future State VSM. A future state map deploys the
opportunities for improvement identified in the current-state map to achieve a higher level of
performance. During visioning, we’ll start to quantify the value of the vision.
4. Many Lean concepts will be under consideration at this step such as Waste Elimination, Production Cells,
Pull / Replenishment, One-Piece/Small-Lot Flow, Inventory Rationalization, Single Minute Exchange Die,
Time Traps & Line Balancing, Manufacturing Differentiation, Total Productive Maintenance, and
Standardized Work.
5. Validation: Once a Future State VSM has been created, we must validate the benefits to be
obtained. The most common validation method is to “Pilot” the proposed changes in a controlled
working environment.
4. Additional validation methods include Design of Experiment (DoE), 3P (Production Preparation Process),
etc.
6. New Ways-of-Working: The final step is to develop and execute a plan for replication &
sustainment of the “new ways-of-working”.
An Alternative Approach:
Build your Staff’s Skillset
whilst
Improving Operational &
Transactional Performance
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Program Benefits:
• Development of Staff / Skill Retention
• Base for a Continuous Improvement Culture
• Improved Operational & Transactional Performance
• Immediate ROI on Consulting Services
We can train your staff on Lean Six Sigma (LSS) tools & methodologies, and
concurrently support them on improvement projects; and culminate the program by
certifying them as a LSS Green or Black Belt (dependent on program length).
Project Benefits (examples)
• Reduce Operating Costs
• Reduced Process Lead-
Times
• Increase Revenue
• Improve Administrative
Efficiency & Productivity
• Improve Operational
Efficiency & Productivity
Lean Six
Sigma
Training
Improvement
Projects
Coaching & Mentoring
$$$
Develop In-House Skills w/ Immediate ROI
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LSS Green / Black Belt Project Approach
Green Belt Projects
Value Stream
Mapping (VSM)
Session
Brainstorm
Improvement
Opportunities
Validate VSM /
Gemba
VSM
Future State
Prioritize /
Benefit & Effort
Value Stream Mapping Analysis
Green & Black Belt Training
Black Belt Projects
Green & Black Belt
Projects Launch
Operational
Excellence*
Foundation
Kaizen / Problem solving Training
5S / Workplace Management
Standard Work Development
*Structured continuous improvement.
Training & Coaching
Companies:
• Global 100, 500 & 1000
• US Fortune 500
• Asian based
manufacturers; public
& private
• Global service
companies
Industries:
• Semiconductors
• Electronics /
Computers
• Consumer Products
• Fast Moving Consumer
Goods
• Medical Device
• Oil & Gas
• Distribution
• Banking
• Heavy Industries /
Engineer0-to-Order
• Lean Workshops : Introduce practical application of Lean concepts
‒ >10 workshops with more than 500 participants
• Kaizen Leadership Training : practical application of Lean Six Sigma
concepts
‒ >5 workshops with more than 150 participants
• Problem Solving : effective use of PDCA and analytical tools
‒ >10 workshops with more than 200 participants
• Supply Chain Best Practice Workshops : enterprise Lean & business
process reengineering
‒ >5 workshops with more than 125 participants
• Value Stream Mapping (VSM) sessions:: define Current State,
identify Opportunities & map Future State
‒ >100 VSM sessions with more than 1,000 participants
• Lean Six Sigma (LSS) training & certification
‒ White & Yellow LSS Belts : >500 trained
‒ Green Belts : >100 trained, coached & certified
‒ Black Belts : 14 trained, coached & certified
• Coached / Championed >50 major DMAIC projects
• Coached / Championed >500 rapid Kaizens projects
• Facilitated >50 Work Outs session to identify process simplification &
cost savings opportunities
“After a 2-day workshop with Mr Raymond; our team was able to reduce the lead-time of a key product by 50%.
Training was practical & fun. Highly recommend to any company needing rapid change.”
- Director of Operations, a Malaysian manufacturer
LSS Training & Coaching: Statement of Experience
One of Our Specialties:
Business Transformation
through
Lean Transformation
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Lean Principles
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These principles are fundamental to cultivating a Lean culture in
any industry …
1. Value - specify what creates value from the customer’s perspective
− Specify what does or does not create value from the customer’s perspective
2. The value stream – identify all the steps along the process chain
− Identify all the steps necessary to design, order & produce the product across the
whole value stream to highlight non-value-adding waste
3. Flow - make the value process flow
− Make those actions that create value flow without interruption, detours, backflows,
waiting or scrap.
4. Pull - make only what is needed by the customer (short term response to the
customer’s rate of demand).
− Only make what is pulled by the customer.
5. Perfection - strive for perfection by continually attempting to produce exactly
what the customer wants
− Strive for perfection by continually removing successive layers of waste as they are
uncovered
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T R I M W O O D
1
5
37
8 2
6 4
WASTEOVER-PRODUCTION
Producing more than what is
immediately needed
RESOURCES
Underutilized resources; e.g.
people, space, etc.
OVER-PROCESSING
Inappropriate or
excessively processing
DEFECTS
Doing the same job/task more
than once
INVENTORYMaterial / product/
information waiting to
be processed
MOTIONExcessive
or
needless
movement
of people
TRANSPORTATIONMoving material/product
from one place to another
Delays caused by process-bottlenecks,
shortages, approvals, downtime, etc. WAIT
Lean Transformation: Identifying Waste
Lean Transformation : Lean Building Blocks
Continuous Elimination of Waste (Kaizens)
Standards CultureFlow
The Gemba Walk (Go See)
Workplace Organization
Teams / Engagement
Training & Multi-Skilling
Job Rotation
Standardized Work
Error Proofing
Total Productive Maintenance
Visual Workplace
Standardized Material Mgmt.
Rate/ Leveled Production
Set Up Reduction
Communication & Feedback
Pull/Kanban
Production Cells
Takt Time
Quality at the Source
Flexible CapacitySmall Batch / Lot
Sizes
20
Synchronized Inputs & Outputs
Uninterrupted Flow (product, material &
information)
Safety
Lean Transformation : Value Stream Mapping
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20,000 pcs/mo
Module=100
SUPPLIER
DistributionAssembly 2Assembly 1Machine 1 Machine 2
•Raw castings
•Daily schedule
•Machine 1d material
•Daily schedule•Forgings, bolts, nuts, washers
• Daily schedule
•Assy 1, o-ring, bearing, snap ring
• Daily schedule
Receiving/Warehouse
2/Day
1/Week
Customer
1000 pcs 5000 pcs 100 pcs 200 pcs
I
I I I I
•Assy 2
•Daily schedule
MACHINING & ASSEMBLY
Forecast, 6 Month, Fax
Order, Weekly (5-day), Fax
MR
P
Forecast, 90/60/30 Day, Fax
Order, Daily, Fax
CUSTOMERSERVICE
MR
P
PURCHASING
MR
P
100 pcs
I
100 pcs
I
Work Orders, Daily Release, Paper
100 pcs
1, 1x8 hr shift
1, 1x8 hr shift 1, 1x8 hr shift 1, 1x8 hr shift 1, 1x8 hr shift 1, 1x8 hr shift
x= X-Purc Parts
C/O = 2 Min
Uptime 95%
Batch Size 500
P/T = 80 Sec
y= Raw Casting
x=X-Raw Casting
C-Daily schedule
C/O = 30 Min
Uptime 95%
Batch Size 100
P/T = 30 Sec
x=X-Machine 1 material
C-Daily schedule
C/O = 60 Min
Uptime 80%
Batch Size 100
P/T = 45 Sec
x=X-Machined part, bolts, nuts,
washer, C-Daily schedule
C/O = 5 Min
Uptime 95%
Batch Size 100
P/T = 60 Sec
x=X-Assy 1, O-ring, bearing,
snap ring, C-Daily schedule
C/O = 10 Min
Uptime 95%
Batch Size 100
P/T = 50 Sec
x=X-Assy 2, X-Packaging
C-Daily schedule
C/O = 10 Min
Uptime 95%
Batch Size 100
P/T = 90 Sec
y=machined part y=machined part y=assy 1 y=assy 2 y=shipped order
20 sec 50 sec35 sec 40 sec
23.7 hours 92.1 hours 1.6 hours
P/T= 145 sec
3 hours PLT=124 hrs80 sec + 1.8 hours30 sec 60 sec45 sec 50 sec 90 sec
Value Steam Mapping is a great tool for identifying Waste in your Current
State, and projecting what your Future State should be.
Lean Transformation : Approach
22
Value Stream Mapping will drive key Lean
initiatives. Benefit & Effort
Prioritization
Value Stream Project Plan
20,000 pcs/mo
Module=100
SUPPLIER
DistributionAssembly 2Assembly 1Machine 1 Machine 2
•Raw castings
•Daily schedule
•Machine 1dmaterial
•Daily schedule
•Forgings, bolts, nuts, washers
• Daily schedule
•Assy 1, o-ring, bearing, snap ring
• Daily schedule
Receiving/Warehouse
2/ D a y
1/ W ee k
Customer
100
0
pcs
500
0
pcs
100
pcs200
pcs
I
I I I I
•Assy 2
•Daily schedule
MACHINING & ASSEMBLY
Forecast, 6 Month, Fax
Order, Weekly (5-day), Fax M
R
P
Forecast, 90/60/30 Day, Fax
Order, Daily, Fax
CUSTOMERSERVICE
M
R
P
PURCHASING
M
R
P
100
pcs
I
100
pcs
I
Work Orders, Daily Release, Paper
100 pcs
1, 1x8 hr
shift
1, 1x8 hr
shift
1, 1x8 hr
shift
1, 1x8 hr
shift
1, 1x8 hr
shift1, 1x8 hr
shift
x= X-Purc Parts
C/O = 2 MinUptime 95%
Batch Size 500
P/T = 80 Sec
y= Raw Casting
x=X-Raw Casting
C-Daily schedule
C/O = 30 MinUptime 95%
Batch Size 100
P/T = 30 Sec
x=X-Machine 1 material
C-Daily schedule
C/O = 60 MinUptime 80%
Batch Size 100
P/T = 45 Sec
x=X-Machined part, bolts, nuts,
washer, C-Daily schedule
C/O = 5 MinUptime 95%
Batch Size 100
P/T = 60 Sec
x=X-Assy 1, O-ring, bearing,
snap ring, C-Daily schedule
C/O = 10 MinUptime 95%
Batch Size 100
P/T = 50 Sec
x=X-Assy 2, X-Packaging
C-Daily schedule
C/O = 10 MinUptime 95%
Batch Size 100
P/T = 90 Sec
y=machined part y=machined part y=assy 1 y=assy 2 y=shipped order
20
sec50
sec35
sec
40
sec
23.7
hours
92.1
hours
1.6
hours P/T= 145
sec
3
hou
rs
PLT=124
hrs
80 sec + 1.8
hours30
sec60
sec45
sec
50
sec
90
sec
Business Turnaround: Lean Transformation
Company:
A Global 500 Japanese
manufacturer of
household appliances in
Thailand
What We Did:
• Process flow modelling : identify & minimize non-value added activities
• Process control and quality improvement : attack the root cause and establish
process control to prevent defects at source.
• Machine setup time improvement : utilized SMED
• Manufacturing run strategy : categorize product group to build daily or weekly
and optimise machine conversion
• Bottleneck optimization: identified bottleneck operation and optimize loading
sequencing of products to meet demand
• Capacity and line balancing & resource allocation: to allocate machine and
balance operational capacity per demand
• Kanban implementation : synchronise production to actual demand
ChallengeRecognizing the major
change imperative driving
most manufacturing
industries today – Global
price reduction due to
cost competition
particularly from China
manufacturing
Solution:The company needed a
business Turnaround to
reduce operating cost by
improving operational
productivity and overall
facility efficiency
Results• Set-up Time Reductions of 97% in the painting dept. & 50% in metal fabrication
& plastic molding
• Improved Labor cost per set by 20%
• Increased production capacity by 60%
• Reduced overtime by US$107k
• Reduced 59% of metal WIP inventory
• Reduced 51% of Plastics WIP inventory
• Reduced defects by 2 ~ 8%
• Successfully implemented TPM
Lean Transformation : Statement of Experience (selective example)
Business Turnaround : Lean Transformation
Company:
An American Fortune 500
company’s semiconductor
assembly & test facilities in
Malaysia and Singapore
What We Did (Major Initiatives):• Process flow remodel : identify non-value added
activities and minimise them
• Process control and quality improvement : get to
the root cause and establish control to prevent
defects
• Machine setup reprocess : to parallelise activities
which can be undertaken while machines are
running, and so increase production flexibility
• Run strategy : to categorise product group
building daily and weekly to optimise machine
conversion
• Capacity , line balancing & resource allocation: to
allocate machine and balance operational
capacity per demand
• Cell configuration and re-layout : to simplify
product movement and minimise material
handling
• Kanban implementation : to control inventory and
to synchronise production to actual demand
• Traceability and Admin support: to minimise non
value added admin support
Challenge
We needed to cut the total
production cycle-time by
50%.
Results
• Reduce the total production’s cycle-time from 10-days to 2-days
• Reduced the finished goods inventory from 30-days to 5-days
• Achieve annualized savings of US$28-million
Supply Chain Excellence : Statement of Experience (selective example)
Business Turnaround : Lean Transformation
Company:
A Global 100
electronics consumer
goods manufacturing
facility in Malaysia.
Main product
manufactured: TV
components,
fax/telephone units
and misc. audio &
visual components
What We Did (Major Initiatives):
• Redefined the business model and simplify different business processes for each factory into one generic flow
• Redesigned planning to support daily make-to-order with material replenished to point of use by Visual Control System
• Analyzed current production processes and restructured production around product family based cells; eliminated delay and storage within production cycle and identified potential set-up time reduction
• Reorganized purchasing departments in different factory into a supply management team; designed supply strategies for each commodity group
• Reducing number of suppliers and negotiated partnership with strategic suppliers
• Ensured the redesigns are supported by their implementing ERP system Challenge
To develop optimal
New Product
Introduction, Order
Fulfillment and Supply
Management
processes, including
defined process
strategy, structure,
activities, resources
and infrastructure
ResultsOrder Fulfillment:• Indirect Labor (FTE) Reduction• Indirect Labor Cost Reduction:• Cycle Time Reduction:• Finished Goods Reduction:• WIP Reduction:Supply Management:• Raw Material Reduction:• Long Lead Time Item Purchase Lead Time
Reduction:
24%
24%
60%
35%
63%
25%
97%
Supply Chain Excellence : Statement of Experience (selective example)
Business Transformation : Lean Manufacturing / Business Process Reengineering
Company:
A Global 100 electronics
consumer goods
manufacturing facility in
Malaysia.
Main product manufactured:
Commercial & Residential Air
Conditioners
What I Did (Major Initiatives):
• Redefined planning strategy to Build To Order (BTO) with a confirmed PO’s., and optimized inventory levels utilizing a statistical-based inventory model
• Introduced Set Up Reduction and material replenishment system using kanban to achieve a more flexible manufacturing set up.
• Redefined and implemented Quality system into Quality at Source in its entire manufacturing environment and extending to material suppliers.
• Implemented differentiated supply management strategy by commodity
• Integrate design activities with procurement in order to streamline parts
Challenge
To reduce cost and cycle
time within the
Manufacturing, Procurement
and Planning areas, through
the introduction of best
practice, the standardization
of processes, efficiency
improvements and a
reduction in inventory levels
thru application of industry
best practices.
Results
• Order Fulfillment Cycle Time Reduction:
• Set up Time Reduction
• Incoming Inspection Reduction :
• Process Inspection Reduction :
• Inventory Reduction :
• Procurement headcount Reduction:
53%
73%
53%
40%
70%
40%
Lean Transformation : Statement of Experience (selective example)
Business Turnaround
Company:
A Malaysian medical device
manufacturer
High volume – high mix
manufacturing
What We Did:
• Value Stream Mapping of all manufacturing facilities’ end-to-
end supply chain
• Value Stream Mapping of all key transactional & administrative
processes
• Activity-based analysis of all headcount
• Centralized planning & procurement
• Coached rapid-change Kaizens to eliminate process waste
• Implemented “supermarkets” to reduce WIP and Finished
Goods Inventory
Challenges
• Margins have been eroded to
<3% (competitors achieving
15~35%)
• Negative cash flow requiring
additional cash
advancements from owner.
Cash flow exceeded 180-days
• Supplier refusing to deliver
critical material due to lack
of payment
• Inventory levels exceeded
90-days for low-cost
commodity products
Results
• Reduce average product lead-time
• Reduced work-in-process inventory
• Reduced raw material inventory
• Reduced the number of Purchase Orders
• Reduced production headcount
• Cash flow improved
• Increased margins to …………………
70%
65%
66%
80%
20%
50%
>10%
Lean Transformation : Statement of Experience (selective example)
Another of Our Specialties:
Business Transformation
through
Supply Chain Excellence
28
29
Business Transformation
Example: Trends in Consumer Business forcing Supply Chain Management improvements
External industry trends continue to drive the need for changes
Supply Chain Excellence
30
Business TransformationThe Supply Chain Management framework …
… we’ll utilize this framework in association with Value Stream Mapping to identify improvement opportunities within your end-to-end supply chain.
Business Turnaround : Lean Transformation
Company:
Fortune 1000 manufacturer
of Magnetic Disk Drive
Heads – Semiconductor
Technology with
Wafer-die assembly -
Thailand &
Final assembly & test –
Philippines
What I Did:
• Had three teams; US (wafer fab), Thailand & the Philippines;
working concurrently to reduce the total order fulfilment time
• Implemented cellular manufacturing in Thailand & the Philippines
• Implemented Pull / Replenishment principles at all phases of the
internal & external supply chain
Challenge
Customer was unsatisfied
with product lead-time, and
customer wanted supplier
managed replenishment of
inventory . Customer wanted
to reduce their stock from 1-
month to 3-days.
Supply Chain Excellence : Statement of Experience (selective example)
Supply Chain Optimization – Warehousing & Transportation
32
Client: Fortune Global 200 Fast Moving
Consumer Goods manufacturer in
Indonesia
Objective: Optimize inventory levels
whilst minimizing transportation and
improving Customer Service from 80% to
90+%
Challenges:
• Indonesia ; an archipelago of 17,000
islands
• Inventory was stored as Finished
Goods at the Factory, Central
Distribution Centers (2) & Regional
Depots (10) to service 20+ sales
offices
• Inventory & transportation costs had
to be optimized for over 20,000 Stock-
Keeping-Units (SKUs)
• Need a Manufacturing Run Strategy:
for each SKU
Solution:
• Developed an Excel-based “Dynamic Inventory Model”
was developed to analyze all possible scenarios to
optimize the overall supply chain.
• Manufacturing Run Strategy: Weekly, Bi-Weekly or
Monthly production runs had to be established for
each SKU
Results:
• Customer Service raised from 80% to 92%.
• Inventory reduced by 45%
• Transportation costs reduced by 30%
Supply Chain Excellence : Statement of Experience (selective example)
Supply Chain Optimization – Regional Strategy Development
33
Supply Chain Excellence : Statement of Experience (selective example)
Global Order Fulfillment Process Lead-time Reduction
Company:
An US Fortune 25 company’s
largest manufacturing facility in
Thailand. Manufacturer of
medical devices and a
healthcare service provider.
What We Did:
• In collaboration with the Customer, we conducted Value
Stream Mapping (VSM) workshops in Europe & Asia. (1)
Establishing the current state VSM as our baseline and then (2)
developing a future state VSM.
• After creating a consensus future-state VSM; a fully detailed
implementation plan was launched
Results
• End-to-end order fulfillment lead-time was reduced by 68%, i.e.
from 128-days to 87-days
• “Frozen” order period was reduced from 1-month to 1-week.
• Customer’s finished good inventory was reduced by ~60%
without any increase in inventory on the supply-side or
manufacturing site
• Improved manufacturing process lead-times and added flexible
manufacturing capacity
• Achieved & maintain a customer service level (on-time-in-full)
of >95%
Challenges
• Their major customer (40%
of revenue), an European
reseller/healthcare service
company; wanted to reduce
their overall order fulfillment
lead-time, reduce the frozen
order period and reduce
their finished goods
inventory
Supply Chain Excellence : Statement of Experience (selective example)
Optimization of a Fragmented Supply Chain
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Supply Chain Excellence : Statement of Experience (selective example)
World Competition Consultants
36
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Why World Competition Consultants
Get things done� Focused resources
� Specialist expertise
� Project and change
management
Breakthrough thinking�External perspective
�Innovation based onglobal exposure
�Ability to challengeaccepted wisdom
Credibility to gain commitment�Independent and objective
�Transcend internal politics
�Experience: “Been there, Done that!”
Our consultants are experienced industry
professionals who provide leading edge
thinking and practical skills.
Access to global database of
best practices ensures that our
recommendations are state of
the art.
We have a toolkit of proven methodologies, including
project and change management, which we use to guide
implementations and minimize risk.
Because we define success
by quantitative
performance measures,
clients realize a return
on their investment in
consulting fees.
Investment in Consultancy Fees ….
… and we’ll guarantee a ROI of 300% within the first 12-months 37
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Global Presence
North America
Over 300 consultants
available in the United
States and Canada
Asia
Over 25 consultants in
China, India, Singapore,
Indonesia, Thailand, the
Philippines, Papua New
Guinean, Malaysia and
Israel
Africa
Nigeria.
Europe
And we recently
expanded our business
to Western Europe
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Roger G. Lewandowski
For much more detail see our website:
http://www.wcconsultants.com/
Chief Executive Officer
� A former president of all Carrier Canada operations
� President of Carrier Air Conditioning’s largest division
Residential, Heating and Cooling. (One billion dollars
in sales.)
� Experienced turnaround specialist
� Author of three books
� Member of the National Turnaround Association
� Thirty-five years of experience in management
� Graduate of General Motors Institute in Industrial
Engineering.
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Raymond KellyPresident of International Operations / US West (& select other states)
� Internationally known Supply Chain Management consultant; an expert in supply chain optimization
� 37-years of experience including over 25-years experience deploying Lean Six Sigma concepts, tools and methodologies
� Certified Lean Sensei & Lean Six Sigma Master Black Belt
� Held numerous Senior Management positions for a Global Fortune 500 telecommunications manufacturer including expatriate positions in China, Malaysia and the United Kingdom.
� International consultancy experience with industry leaders; Deloitte Consulting, PricewaterhouseCoopers and Coopers & Lybrand
� Experience working with over 50 clients in 23 countries across a diverse range of industries
� Excellent trainer in Lean Six Sigma and Supply Chain / Operational Best Practices. Over 1,000 participants trained worldwide.
� Graduate from North Carolina State University with a Bachelor of Science in Engineering
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Partial list of WCC’s ClientsAlliance Laundry Systems
(Speed Queen)
Amana Heating & Air
Conditioning
Arnold Air Force Base
Carrier Corporation Mexico
Carrier Corporation U.S.A.
Coldmatic
Coldstream
Clark Door
The Daily Times
DESA International
Frymaster (Manitowoc
Foodservice Division)
Heatcraft, Inc.
iDL Merchandising Solutions
IdleAire Technologies Corp.
IMO Pump
International Comfort
Products
John Deere Corp.
K-25 in Oak Ridge (East
Tennessee Technology Park)
Krack Corporation
Kysor Warren
Lennox International
Manitowoc Ice Division
Manitowoc Crane
GroupMatthews Industries
(Decatur, AL)
Matthews International
(Pittsburgh, PA)
MSI Mold Builders
NesbittAire Inc.
Norwood Promotional
Products
Remington Arms Company
Snap-On Tools
Tindall
Tyler Refrigeration
Wabash Engineering Corp.
York Air Conditioning
The York Group
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Testimonials"I would like to thank you and your team for assisting in the turnaround of Inter-City Products.
The work done in the areas of...
— quality and systems
— value engineering
— indirect labor analysis
— general manufacturing management
...have proven to be effective in help us achieve our goals. I can point to savings and
improvements that will add at least $5 million to our bottom line."
- W. Michael Clevy, President and CEO of Inter-City Products, Heating and Air Conditioning
“WCC came in, worked with people, and turned the place around. WCC was especially skilled at
working with and developing the plant personnel. Both plants intend to bring WCC back in for
further work. WCC is bringing out the best in our people. I am sold on WCC."
- L. Henderson Feagin, President and General Manager of Hussman/Krack (A Whitman Company)
“WCC was there when my team first set an all-time record on R.O.S. and R.O.A. measurements.
WCC, with all their talents and backgrounds, have been invaluable to myself and my team in all
phases of manufacturing, marketing and management."
- Dr. Roger A. Duarte, President of Carrier Mexico
Raymond Kelly’s
Additional Statements of
Experience (selective examples)
43
Partial List of Clients & Industries
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Clients’ Industries:
• Semiconductor
• Electronics / High-Tech
• Automotive
• Fast Moving Consumer Goods /
Consumer Packaged Goods
• Medical Devices
• Pharmaceuticals
• Consumer Goods
• General Manufacturing
• Oil & Gas
• Government
• Banking
• Logistics & Distribution
• Heavy Industry / Design-to-
Order
• Research & Development
• Telecommunications
• Advocacy Association
• Venture Capitalists
Lean Transformation: Maximize Revenues
Company
Global 10, Big 4 Oil & Gas
company’s Upstream
operations in Brunei
What I Did:
• Facilitated Value Stream Mapping workshops to identify waste
within their processes and identify opportunities for improvement.
• Trained & coached staff in the concepts & principles of Lean
• Facilitated Kaizen & Work-Outs to identify and implement rapid
changes
Challenge
With oil prices at an all time
high, the company wanted
to reduce the lead-time from
a well was drilled until first
oil was pumped. Additional,
they wanted to increase
overall productivity.
Results
• Reduced the lead-time from Well Completion-to-First Oil from 69-
days to 3-days
‒ Implemented critical material supermarket
‒ Implemented “kits” of material needed offshore and process
to replenish “kits”
‒ Created Standard Work for Well Tie-In staff
• Reduced total inventory levels by 50%
• Developed & implemented a Staged-gate process for new Well
designs.
• Achieved US$40M in advanced revenue & operating cost reduction
“Raymond Kelly was contracted for the position of Lean / Six Sigma Process Optimization Practitioner., he
successfully delivered a succession of opportunities across the business. Additionally he coached our staff
in process optimization tools.” - Business Improvement Manager
Lean: Kanban System Implementation
Company;
Siemens, Global 50
Company’ -
Energy Division’s
manufacturing in Wuxi,
China.
Solution
Synchronize production by using a Kanban system to decouple the
unbalanced upstream operations from the bottleneck (fusion furnace)
What I Did:
• Balanced upstream stream to improve product flow
• Created Kanbans in front of each machine
• Implemented Kanban flow racks of WIP
• Scheduled product on via Kanban Board / Production Kanban cards
Challenge
This was a high-mix,
medium-volume machine
job shop. There was a
bottleneck capital-intensive
fusion furnace that needed
to fully be utilized; and that
was dependent on the right
volume of product being
ready at precisely the right
time in the right mix. The
upstream operations, to the
furnace, were precision
machining operations with
limited capacity, so
synchronization was critical.
ResultsThe clients’ words:“Our Production and Logistics Department was supported by Mr. Raymond
Kelly. Thanks to the well-founded knowledge and long-standing practical
experience of Mr Kelly, we succeeded to develop and implement a fine
balanced KANBAN system that corresponds to both the technical conditions and
the logistical needs. The economical benefits and process improvements
expected by us were fully achieved.
- Franz Stevens, General Manager / Shen Xiaowen, Logistic Manager
Siemens Vacuum Interrupters (Wuxi) Ltd
Operational Due Diligency & Business Turnaround
Client:
Malaysian Ministry of
Finance
What We Did:The Ministry of Finance (MoF) was concerned that the financial stability of one
of its large investments in high technology manufacturing, and thereby
established a terms of reference for our project as such:
• Review the current status of corporate governance and risk management of
the company, identify shortcomings and recommend improvements.
• Assess the management of the company in terms of structure, human
resource policies, qualification and competence of incumbents and
recommend improvements.
• Review the procurement, production and selling / marketing processes,
identify inefficiencies and shortcomings, if any, and make recommendations
on improvements.
• Evaluate whether the assets that are in place are over-priced within the
context of the international market., and if so, what were the factors that
resulted in this over-pricing
ChallengeAs the majority shareholder
in a pure-play wafer foundry,
the Ministry of Finance
wanted us to confirm that
the Fab’s business plan was
feasible and assess the risk
of future strategic
investments.
Define a roadmap for
improving operational
productivity and ensure the
company’s competitiveness
What We Did:• We conducted a full operational assessment of the designated
manufacturing entity including sales & customer service operations abroad.
• The final operations assessment document was fully validated by the entire
senior management staff of the manufacturing facility, and improvements
opportunities identified were fully supported by the staff. Benefits from
operational improvement initiatives were estimated to be US$45-million/
annually.
• We presented of our assessment to the Minister of Finance, and a final
summary report was complied by the MoF and presented to the Prime
Minister.
Lean Supply Chain Transformation : Order Fulfilment Process Reengineering
Company:
Global 50 company's
Semiconductor Product
Group
What I Did:
• Integrated a fragmented global supply chain with very long cycle
times:
• value added in3 separate factories
• average cycle time of 258 days
• cumulative yield of 47%
• Implemented iterative planning by functions in weekly buckets
• Addressed to issues of an indecisive, inflexible organization
Results
• We reengineered the Order Fulfillment Process to reduce the
overall lead-time from 258-days to 26-days • Consolidated daily market demand drives Assembly and Test; all
other activities replenish based on pull signal• All demand with lead times exceeding one week s manufactured
to order• Die bank is the only decoupling point, buffering fab cycle time• Products are shipped daily by air freight, 3 days standard anywhere
in the world• Outbound logistics, including vendor managed inventory
warehousing is fully outsourced
Challenge
The client’s goal was to be
recognized as a Global Top
10 supplier of
semiconductor within 5-
years.
Design for Lean Six-Sigma (DFLSS)
Company:
A Global 100 electronics
consumer goods
manufacturer with a R&D
facility in Malaysia.
What We Did:
• Trained team on Voice-of-Customer (VoC) techniques. Coached
team through multiple successful execution VoC field exercises
• Trained & facilitated through “Reverse Engineering” of leading
competitor units
• Trained & coached team on the Best Practices for New Product
Development
• Trained & coached >50 staff on the tools & methodologies of DFSS
including Qualify Functional Deployment., Value Stream Mapping,
Lean concepts, Statistical Tolerance. Cause & Effect Matrix,
Manufacturing Capability Assessment, Benchmarking, Design of
Experiments, DMAIC, etc.
• Implemented a Stage-gate New Product Development process
Challenge
Lead-time to make major
product changes took 1-year.
Product changes made by
“perceived” market desire.
Additionally, losing major
market share to Chinese
manufacturers & don’t
understand reasons
Results
• Reduce the new product introduction process lead-time from >1-
year to <90-days
• Standardize hardware, etc. and introduced “modular”
components. Reduced component/hardware complexity by 70%.
• Reduced manufacturing cost by 35%
Business Transformation & ERP Implementation : Lean Manufacturing
Company:
A Top 10 global automobile and
motorcycle manufacturer’s
facility in Indonesia.
What We Did:
• First task was to create a standardized Bill-of-Materials and part
nomenclature structure across all models of trucks, cars &
motorcycles
• Assessment and analysis of manufacturing planning &
scheduling processes & activities.
• Constructed a gap analysis of current ways-of-working and the
chosen ERP system’s capabilities.
Challenges
• Client wanted to implement
an ERP system across all
divisions of a multisite fully
vertically integrated
manufacturing conglomerate
• Needed to synchronize the
manufacturing of an
extensive & diversified array
of components to the final
assembly. Components
included molded plastic
parts, metal fabrication,
engine assembly,
transmission assembly,
outsourced assemblies, etc.
Results
• New “Lean” planning & scheduling processes were
implemented.
• Kanban system implemented to synchronize component
production with final assembly
• Waste was minimized throughout all operations
• ERP system was successfully implemented and projected
savings achieved : >US$2-million/year
• Processes were aligned to accommodate implementation of a
new automobile platform to serve their total Asian market
Business Transformation & ERP Implementation : Lean Manufacturing
Company:
A Global 100 manufacturers of
computers & peripherals
including external drives,
printers, audio/video devices,
etc.
This was a multisite operations
in Singapore which supplier
product worldwide.
What We Did:
• Conducted a Lean assessment of manufacturing facilities and
all key operational & transactional processes
• Created a overall future state Value Stream Map to align
process engineering and ERP functionality
• Trained multi-levels of staff in Lean tolls & methodologies
• Coached client’s staff in the execution of a multiple-layers of
improvement projects
Results
• Exceeded achieving the overall cost reduction goal of $5-million
• Simplified all key operational & transactional processes
• Supported the re-laying out of key faculties and/or assembly
lines to minimize waste
• Facilitated the consolidations of operations as needed
• Fully implemented the chosen ERP system
Challenges
• Client wanted to implement
an ERP system across all
manufacturing sites with
linkage to global Sales offices
• Client wanted to reengineer
all manufacturing processes
and achieve over $5-million
in annualized savings
Re-engineering of Customer Packaging Configuration / Design for Six Sigma & Lean Manufacturing
Company:
An US Fortune 25 company’s
largest manufacturing facility in
Thailand. Manufacturer of
medical devices and a
healthcare service provider.
What We Did:
• I facilitated a multi-function project across three continents
that included extensive Voice-of-Customer surveys.
• Constructed a Quality Functional Deployment matrix to
capture, evaluate and prioritize requirements from global
companies.
• Ran a 3P (Production Preparation Process) program to evaluate
new packaging materials, packing configurations, artwork
changes, etc. Challenges
• Wanted to improve the
environmental attributes of
their current packaging
configuration; which would
result in a marketing
advantage and reduce
operational costs
Results
• Reduced the overall packaging material of key products by
>40%
• Reduced the customers’ onsite refuse by >38%
• Achieved >$1-million in annualized operating cost (material *
labor)
• Was the basis of a solid marketing campaign focusing on the
new sustainable environmental friendlily packaging scheme
Manufacturing & Supply Chain Strategies / Market & Competitiveness Analysis
• For Global Big 4 Oil & gas company, I conducted a three country (China, India & Vietnam) analysis
of their sheet metal manufacturing capabilities, their supply landscape and cost structure. I
completed on-site evaluations of short-listed manufacturing candidates and submitted a detail
final report to their UK HQ.
• For a Global 2000 German-based semiconductor manufacturer. I led a team to analyze their future
expansion plans into low-cost regions, Eastern Europe & East Asia. I developed a dynamic cost
model to consider all cost variables and manufacturing scenarios; i.e. build a new factory or
outsource product. End result; I, personally, was able to introduce them to a strategic partner in
China.
• For a Philippine association of Semiconductor & Electronics manufacturers (consisting of MNCs
such as Intel, Texas Instruments, Analog Devices, Fairchild, Lexmark, amongst others); I conducted
a comprehensive analysis of the Philippines’ competitiveness & capabilities verses their geographic
rivals; China, Malaysia and Singapore. I was the association’s advocate in seeking changes from the
Philippines’ Department of Trade & Industry and members of the President’s cabinet.
• For a medium-size privately owned Filipino investment company, I conducted a market –entry
assessment of the Electronics Manufacturing Services market . Final report looked at the potential
serviceable market, industry sectors’ requirements, cost structure, overall feasibility & risk
analysis, etc.
Manufacturing Strategies
• For a Fortune 50 American company’s manufacturing facility in Thailand, I researched & developed
a comprehensive Business Continuity Plan looking at supply & logistics contingencies and self-
manufacturing / outsourcing opportunities. The Business Continuity Plan was complemented by
an analysis of Thailand’s natural disaster and political stability risks.
• For Fortune 50 American company, I led a make-verses-buy/portfolio-rationalization analogy of
their most strategic & profitable product lines. The comprehensive study looked at Intellectual
Property concerns, manufacturing capabilities of potential suppliers/manufacturers and impact on
financials (deleveraging of assets, tax implications, severance impact, total cost, etc.) demand
verses internal/external capacities, and overall benefits / risks / barriers.
• For a Global 2000 telecommunication manufacturer, I conducted and managed the execution of
global manufacturing rationalization projects resulting in the shutting-down & consolidation of
three manufacturing sites, the outsourcing of several product divisions and the strategic start-up
of facilities in Malaysia, Thailand & China. Additionally, we rationalized our key global supplier
strategy; localizing suppliers where needed and centralizing procurement / sourcing activities
where possible.
Still Skeptical?????
Let’s Get Started
with a
Free Assessment
55
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Free AssessmentThe assessment would be completed within 1-day and you would receive an assessment score
and an assessment report of our findings & observations within a week. The Assessment
would be focused on identifying Lean Waste opportunities within your operations.
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Free Assessment
Benefits of the Assessment to you ……..
1. Gives you a quick assessment of the efficiency & effectiveness of your operations.
An unbiased assessment conducted by a seasoned expert in operational
excellence.
2. Gives you a baseline for improvement opportunities.
3. Quick Wins! Our assessments most often results in a couple quick wins that can be
implemented quickly and get you immediate rewards.
4. Allows us to mutually identify & quantify improvement opportunities.
5. No Obligations! You will not be obligated to proceed further with World
Competition Consultant BUT we are very confident that we will show you the
benefits in further engagement with us. But if you decide not to further proceed
the identified opportunities in collaboration with WCC; you’ll at least have a
baseline for your internal performance improvement initiatives.
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