Performance Assessment &
Process Improvement
Challenges & Objectives
The challenge was multi-faceted. Our client was assuming operational control of a new line of products very different from their current line. Concurrently, the parent Company installed a new General Manager, and was questioning the viability of continuing manufacturing operations, versus moving to outsource all manufacturing.
The challenge, therefore, was to assess current performance, identify areas for improvement, implement best practices for the continuing merged operations and to identify the best future strategy for the business.
The Work we did
Kiron consultants conducted a series of forty-five one-one-one interviews with a comprehensive cross-section of the existing and merging organizations, from GM to floor maintenance personnel. The resulting SWOT (strengths, weaknesses, opportunities, threats) analysis was used to identify key areas for further review.
Kiron then led a series of facilitated working sessions which identified key action programs addressing: staffing and communications, systems and process needs, purchasing and supplier management, and external growth opportunities. The results of these sessions were then used as the foundation for developing Vision and Mission statements.
Results
Client was able to affect a transition which took the best elements of each of the merged operations, creating a new structure and set of processes which reduced costs while maintaining outputs and quality.
As a direct result of Kiron's involvement, client was able to identify and capture new markets for their base product, which enabled them to not only maintain manufacturing operations, but to do so with improved profitability.
Print the whole case study "Operational and Strategic Direction (light manufacturing)".
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