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Plant Start up
Plant Consolidation for construction manufacturer. Helping with line commissioning from operational prospective.
Lean CI Consultant - OPEX
This engagement is intended to stabilize operations through implementation of Managing for Daily Improvement (MDI) principles, Leadership Standard Work, structured daily management systems, and direct hands-on coaching across all shifts. Objectives The primary objectives of this engagement are to: • Improve operational execution and daily coordination across production areas. • Establish clear leadership accountability and standardized operational management routines. • Develop shift leadership capability in real-time production management. • Improve prioritization, communication, and escalation processes. • Coordinate production flow across batch making, filling, and tub cleaning as an integrated operating system. • Support sustainable operational performance as Columbus transitions to operating independently following the Toronto consolidation.
Manufacturing Optimaztion
Scope of Work Phase 1: Stabilization & Operational Excellence Provide on-site leadership and coaching support focused on implementing and sustaining Management for Daily Improvement (MDI) systems. Key activities include: Management for Daily Improvement (MDI) deployment and coaching Leadership Standard Work development and implementation Visual Management system design and deployment Tiered accountability process establishment Process documentation and standardization Daily performance management routines KPI development and performance review structure Problem-solving and root cause analysis coaching Operational discipline and accountability systems Leadership capability development and mentoring Phase 2: Launch Preparation Provide launch planning and execution support to ensure plant readiness and successful startup. Key activities include: Facility launch readiness assessments Launch planning and execution support Operational systems deployment Startup governance and management routines Staffing and leadership readiness reviews Standard work development and training Cross-functional coordination support Risk identification and mitigation planning Visual management and performance tracking implementation Post-launch stabilization support
Interim Leadership Supply Chain Manager
The Staffing Need Based on our understanding of current operational structure, the temporary resource must be equipped to handle the following from the outset: • Multi-site coordination across the headquarters, the cross-dock and limited production facility, and a potential Dallas-area third-party manufacturer currently under evaluation • Coordination with the clients existing purchasing roles to align supply chain direction and execution; leadership through influence rather than authority • International vendor management for third-party suppliers producing Battery Backup Cases; specific sourcing regions are still being evaluated, with Mexico and Asia/Pacific markets among the possibilities under consideration • Strategic thinking about supply chain structure, standards, and growth as the client scales • Transition-readiness — the ability to document current state and deliver a thorough handoff to the incoming permanent hire
Interim Plant Manager
6 month assignment turn around effort
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