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Inventory Matters Case Studies
   

Managing The Leap: Building a Brand Into a Company - KMI King of Shaves
How do successful companies make the leap from start-up to SME?
   

For Knowledge Management Inc and managing director Andy Hill, the challenge was to create a civilised workplace built on motivation and teamwork. In Andy's own words, "I'd built a brand, but not a company".

With the assistance of Inventory Matters, KMI was able to critically analyse its business processes and develop a long range plan for sustained growth.

[Consultants: Geoff Relph, Dan Quinn and Liz Salter]

Inventory Management and Process Change – Garden Products Manufacturer
The initial project included detailed business process analysis of the planning, manufacturing and warehouse operations – leading to significant process and systems changes.
   

This has progressed to:

  • Ongoing analysis of inventory planning – which will be used to optimise finished goods inventory.
  • Additional implementations which have improved inventory planning and management.

[Consultants: Frances Wilson and Geoff Relph]
Inventory Optimisation & Process Change – 1st Tier Vehicle Component Supplier
The project took a critical look at inventory at a key point in the final assembly process of a major automotive sub-assembly.
   

Once the "pull" signal is received from the vehicle assembler, there are only a couple of hours to customise the assembly and ship in time to meet the line side delivery. There was pressure on the process to be more responsive and the project analysis produced some paradigm busting results that will potentially bring the company:

  • Significant savings, and
  • Improved delivery performance.

[Consultant: Geoff Relph]
 
Associate Case Studies
 
Process Analysis – Shoe Manufacturer
The project developed new business processes and improvements in raw material logistics, specifically related to:
   
  • Purchasing.
  • Receiving.
  • Warehousing.
  • Issuing.
  • Distribution to remote factories.

The project delivered overall cost savings through:

  • Changes in sourcing process.
  • Reduced manpower.
  • Reduced cycle time in material handling by 30%.

[Consultant: Dan Quinn]
Process Change – Portable Hand Held Systems Manufacturer
The company’s growth was hampered by the classic manufacturing conundrum: How do we manufacture higher volumes and maintain quality?
   

The project transformed the company’s manufacturing capability in just fifteen weeks, by:

  • Developing a dynamic model of the current manufacturing process, and from that designing proposals for process change.

The project delivered:

  • Cycle time – reduced by 50%.
  • Line side audit failures – reduced by 48%.
  • Manufacturing re-work cost – reduced by 50%.
  • Manufacturing productivity – increased by 37%.
  • Manufacturing capacity increased by over 180%.

[Consultants: Geoff Relph and Dan Quinn]
Business Recovery – First Tier Automotive Supplier
The project helped a failing company improve financial performance and use existing IT systems to gain control of manufacturing, including:
   
  • Planning.
  • Scheduling.
  • Production control.
  • Inventory management.

Within four months:

  • Production output increased by 30%.
  • Scrap rate decreased by 40%.

Within six months:

  • The company was in profit.

[Consultant: Dan Quinn]
   

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