Conceptualizing an In-House Blanking Processes Reduces Costs of Raw Materials & Services 63%

A major program won a 15-year long-term agreement with tiered pricing yet lacked a plan to ensure profitability throughout the life of the program. Selected to spearhead the drafting and execution of a strategy to remain highly profitable. The company managed and operated the business as a tool and die shop for 30 years rather than a production shop. No continuous improvement, lean, or kaizen activities existed.
Traveled to each plant in the U.S. to garner understanding of the products, operations, employees, and local cultures. Assembled and hosted multiple team meetings to explain the vision and continuous improvement / lean strategy moving forward. Conceived and launched several new systems and policies to promote the generation, recording, and monitoring of improvement and waste reduction opportunities.
By engineering an in-house blanking process, de-escalated the cost of raw materials and services 63%, yielding a $3.2 million yearly savings.