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Critical Project Delivery
Companies must manage multiple projects simultaneously to be successful in today's competitive marketplace. While every project is important, there is always the one project that has the greatest potential of significantly impacting the value of the company. It may open the door to new markets, fully seize near-to-market opportunities or close the door on your biggest competitor. The ability to identify, align and confidently seize that vision is what business is all about.
Waypoint Leadership engages with your team using our proven processes and expertise to seize your opportunity. This means moving this critical project from the list of ever moving targets to predictable results for your biggest value driver.
Case Study #1
Client: Mid size medical device manufacturer
Project: Quality and delivery problems for a new capital equipment launch with associated disposables was creating a huge negative impact on long term bundling orders for both current and potential customers.
Solution: A comprehensive program was required to correct process, product, and people issues across all related functional areas. Cross functional technical teams were created to quickly identify and implement changes to the most pressing quality issues. Manufacturing was realigned utilizing pull and cell manufacturing concepts to increase manufacturing thru put, bringing greater visibility to bottle necks and quality issues. The entire team was realigned utilizing unique techniques to manage on a per project basis to create greater accountability, enrollment and output.
Outcome: Within 3 months, all technical and delivery problems were resolved. Overall product costs were dramatically reduced with no outstanding back orders. A new Director of Operations was hired, several team members assumed new responsibilities leading the future and ongoing initiatives to continue product and process improvements to meet critical business objectives.
Case Study #2
Client: Large International Medical Device Manufacturer
Project: As part of an international strategic initiative, two US medical device manufacturing facilities were transferring operations to Singapore and being closed. The first initiative was currently past the planned closure date and on international backorder. The second facility transfer project was on indefinite hold waiting for completion of the initial transfer.
Solution: Waypoint initially engaged with the first manufacturing site to lead a cross functional team to resolve both the technical and manufacturing issues to eliminate the immediate backorders and to build adequate inventory for the transfer. In conjunction, a new transfer plan was developed under the difficult constraints of a closure project. With the remaining employees a drop dead closure date was established requiring production outputs greater then previously produced.
Upon completion of the first plant transfer, the Waypoint team moved to the second plant where the closure plan was announced. A fully integrated plan was developed including full transfer and disposal of assets.
Outcome: The first plant closure met all criteria established by the new plan including hitting the drop dead closure date. The second plant overachieved project goals by moving the original closure target date by 2 months.
Click here for more information about Waypoint's Predictable Results Process.
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