Manufacturing Project

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25% productivity improvement

Over 300% ROI

“Making the decision to undertake the improvement project was a tough decision for me. I knew that the benefits would justify the cost as long as the improvements were sustainable. I had to ask myself, “can our personnel learn new behaviors and perpetuate the improvements?” Had I known in advance how effectively your team would engage, teach, and mentor our personnel, I would have had no hesitation making the decision to proceed with the project.”

Vice President and General Manager

Main opportunities identified

  • Low level of synchronization between production and assembly linestriggering breakdowns in supply flows
  • Quick turn around order management causing huge productivity losses
  • Managers’ roles and responsibilities not clearly defined.
  • Surpervisors mostly performing manual tasks
  • No standards nor performance indicators (KPI) in place
  • High number of quality defects requiring major corrections
  • Production manager in transition
  • Lack of coordination between production, logistics, engineering andsales
  • Lack of employe flexibility
  • Low level of trust and collaboration amongst supervisors
  • Inefficient planning and follow up of jobs
  • Little communication towards employees in term of expectations, feedbackand involvement in process improvement

Main solutions implemented

  • Implementation of a production management system(& training/coaching/mentoring)
  • Roles and responsibility definition at all levels (training)
  • Supervisors and managers’ training & coaching (managerial competences)
  • Implementation of a continuous improvement process (&training, coaching and mentoring)
  • Preventive maintenance program setup (training/coach i ng/mentoring)
  • Production planning tool implementation (&training)
  • Employee feedback and communication process  iImplementation
  • Implementation of a technical competencies development program

Industry: Steel structures

Location : South carolina, USA

Scope :





Objectives :

20% productivity improvement

 Results achieved :

Productivity improvement: 25%

Return on investment: over 300%

Manager and supervisors are leading continuous improvement initiative,and achieving better control of their plant.

Ability to handle market fluctuations or changes in production volumes without compromizing quality.

 The plant has become the production management model for the division and the group. Methodes and structures that have been implemented have since been implemented by several other plants groupwide. 

"As you complete the productivity improvement project , I would like to thank  the Mobilis team for delivering all that you promised. You have made all the improvements committed and have done so within the promised time frame and for the estimated cost."

~Vice President and General Manager
Vice-président et directeur général.