Anonymized manufacturing case study
Two targeted improvements delivered $173,000 in realized net savings.
A plastic injection-molding operation used value-stream mapping, production data and cross-functional root-cause analysis to reduce recurring downtime, scrap, labor constraints and ergonomic risk.
Prioritize the largest losses—not the loudest symptoms.
The manufacturer produced reusable supply-chain products including pallets, totes and food and beverage crates. Analysis of its highest-volume product lines identified scrap and unscheduled downtime as major sources of avoidable operating loss.
Color-feeder downtime
A color feeder supplying colored resin could not keep pace with the molding process. Overloading caused the machine to time out and shut down and required periodic feeder repairs.
Pallet assembly constraint
A large pallet required manual handling and assembly that took longer than the molding machine needed to produce the components. The mismatch constrained cycle time, required additional labor, increased ergonomic exposure and contributed to scrap.
Practical countermeasures tied directly to verified causes.
The team selected solutions that addressed the constraint while using resources responsibly and preserving flexibility for future improvement.
Upgrade feeding capacity
The undersized color feeder was replaced with equipment capable of supporting the required production rate. Feeder-related shutdowns decreased substantially and the recurring overload condition was removed.
Build automation around existing infrastructure
A custom automation application was designed, planned and integrated to bring assembly closer to the molding cycle, reduce heavy manual handling, avoid permanent added labor and release employees for higher-value work.
Evidence, operating knowledge and structured problem solving.
The process brought together the people who ran, maintained, managed and supported the equipment. The goal was to establish a shared fact base before committing resources.
Measured—and intentionally limited—to three months.
The calculation compared six months of historical production data with three months of post-implementation performance. It incorporated changes in scrap, scheduled and unscheduled downtime, cycle performance, labor requirements and labor capacity released for value-added work.
The stated result is net of material and implementation costs.
Build capability while solving the problem.
The work included training team members in root-cause analysis and creating opportunities for frontline, maintenance, management and engineering participants to contribute, present findings and lead portions of the improvement process.
The objective was not only to correct two immediate constraints, but also to strengthen the organization’s ability to identify and solve future operating problems.
Start with the source
Where are downtime, scrap or labor constraints costing your operation most?
True North Operations helps manufacturers establish what is happening, what it is costing and what should be addressed first.