Executive Director Dan and Supervisor Tim decided to begin making “the right part, at the right time, at the right quantity,” focusing on building to the customer demand and the requirements of the build plan — not overproducing the wrong parts. Throughout the engagement, we saw machine downtime drop from 202 hours in the last five days of March and 474 in April down to just 114 hours in August.
Auto Parts Manufacturer
01
Annual Productivity Increase
Annual Savings
Return on Investment
Pump Manufacturer
In the month of December, John was able to exceed his financial goal of $39k in a month that had only 16 working days. During those 16 days, John had to acknowledge almost 200 hours of vacation and call-offs — or 15 person-days worth of PTO or call-offs. His department operated above expectations without a full staff and did not need to utilize overtime during the month at all.
02
Annual Productivity Increase
Annual Savings
Decrease in Overtime Hours
This case study follows a distinguished employee-owned company established in 1953, with facilities in Connecticut and Colorado. Specializing in materials, manufacturing, and standards for medical, defense, safety, and security markets, the Connecticut plant focuses on thermoplastic products for the US market. Renowned for its modern facilities, the plant excels in injection molding and custom plastic component operations, boasting top-tier technology and personnel.
Digital Lean
03
Improved Efficiency
Reduced Overtime
ROI in the first year
PTA Plastics
PTA Plastics was able to optimize production and meet customer demand while operating with fewer shifts. Kent Seeley and his team reduced shifts from three to two and eliminated weekend shifts. Despite operating with a leaner schedule, the department maintained output quality and efficiency without any additional overtime. Their focused approach ensured smooth operations while aligning production precisely with demand.
