Case study REF#49
The Challenge & Our Findings
implementation
results
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THE CHALLENGE

Optimize production efficiency

High demand for the client’s flagship golf balls exceeded supply capabilities, leading to sales restrictions and lost revenue. Despite approved funding to expand production, implementation is over two years away. The plant is at full capacity, operating 7 days a week, and this is expected to continue indefinitely. Market demand will likely still surpass supply after expansion, necessitating efforts to increase current production to meet immediate and future sales opportunities.

OUR FINDINGS

The initial assessment revealed six critical areas needing immediate attention: 

  1. Dealers and customers dissatisfied due to unmet supply demands.

  2. Regional sales allocations enforced.

  3. Capacity losses from unmonitored production and downtime.

  4. Approximately 90% of maintenance work is unplanned and reactive.

  5. Delays in capital projects impede capacity expansion and asset reliability.

  6. Absence of a Management Operating System and KPIs, leading to complacency and lack of accountability.

  7. Plant’s operational excellence practices are underdeveloped.

  8. Under 30% of Team Leads’ time is spent actively or passively leading on the floor.

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IMPLEMENTATION

We focused on three areas of impact to improve supply product and meet demands

  • Proper KPIs, dashboards and review meetings to drive accountability.
  • Installed Short Interval Controls for operators to focus on critical parameters and targets. 
  • Provided RCA training and coaching to solve problems and eliminate recurring issues. 
  • Enhanced shift handover meetings with Team Leaders and Associates.
  • Installed Daily and Weekly performance reviews. 
  • Promoted Active Leadership with the manufacturing Team Leads to spend more time on the floor observing, coaching and problem solving with employees.
  • Developed, trained and coached Leader Standard Work for Managers and Leads to standardize daily work routines and systematic practices.
  • Determined targets for all assets and products. 
  • Established tracking of performance to plan and record loss reasons on a shift basis. 
  • Increased equipment Availability and Rate efficiency by reducing durations for all changeover types through SMED techniques.
  • Implemented standard work and process checks for operators.
  • Installed short interval controls on key set points to ensure each shift operated the same to prevent over-spec finished product.
RESULTS

All delivered at a 5:1 client Return on Investment

of Annualized Savings
$ 0 M
Increased employee engagement
0 %
Additional throughput of golf balls delivered above budgeted volumes
0 M

"The level of front line engagement has been impressive and the results of the project were a significant contributor to the overall profitability of the division."

Vice President of Golf Ball Operations 

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