Execution Management Results Reported by Some of Our Customers

  

 

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B E F O R E
A F T E R
Throughput was 300 bays per year. Throughput increased to 430 bays per year.
121 projects completed in 2004. 142 projects completed in 2005. 153 projects completed in 2006.
Cycle time from first silicon to production for 1st generation was 19 months.  Cycle time from first silicon to production for 2nd generation was 8 months. 

300 to 400 active projects with 30+ deliveries a month. Lead times were long. On-time delivery was poor.  Throughput was higher by 45% per person. Lead times are 10 to 25% shorter. 90+% on-time delivery. 
Throughput was stagnant for 3 years. Throughput increased by 14% in first 6 months. Cycle time reduced by 25% and project completions increased 17% with 100% on-time delivery.

25,800 man-hours of engineering design work had to be completed in 8 months. Historical delays of 2 weeks and man-hour overruns of 20%. Project was finished 3 weeks early. Productivity increased by 25% with only 19,500 man-hours needed.
Antenna Assembly and Test was the constraint of the Satellite. Antenna Assembly and Test was no longer the constraint of the Satellite. Productivity increased by 64% on the next Satellite and a further 26% on the subsequent Satellite.
15 SAP functionality projects were completed per month. SAP functionality project completions increased by 30% to 20 projects a month.
19 design evaluation and modification projects were completed per month. Throughput increased by 25% to 24-30 projects per month.
Cycle time for prototype builds was 10 weeks. Cycle time for prototype builds is 8 weeks. Delivery date performance increased by 83% with much less fire fighting. 
20% projects on time.  87% projects slated to complete on time, with approximately 15% immediate increase in throughput. 
On-time delivery less than 75%. Average cycle time was 70 days.  Increased on-time delivery to 98+%. Average cycle time dropped to 30 days. 
34 new products per year.
74% projects on time. 		 Increased throughput to 52 new products in 1st year, and to 70+ in 2nd year, with no increase in headcount. 88% projects on time. 
6 cameras launched in 2004.
1 camera launched in spring window. 1 out of 6 cameras launched on time.		 15 cameras launched in 2005, with 25% lower R&D expenses.
7 cameras launched in spring window. All 15 cameras launched on time. 
74% projects on time for small projects; major tool releases were late. Due-date performance increased to 85% projects on time; major tools released on time for three years in a row. 
1 software release every 6-9 months. Predictability was poor on device programs. 1 software release every two months. Substantial improvement in delivering device programs on time. 
Device projects took 18 months on average and were unpredictable. Development cycle time reduced to 9 months. On-time delivery increased to 90%.

Design Engineering took 15 months. Production Engineering took 9 months. Fabrication and Assembly took 8 months. Design Engineering takes 9 months. Production Engineering takes 5 months. Fabrication and Assembly takes 5 months with 22% improvement in labor productivity.

Completed 7 projects in 2006. Completed 7 projects in 8 months of 2007.
72 sales projects completed per year. 171 sales projects completed per year. 52% increase in throughput dollars.
Projects were always late. Lead times were not acceptable.
 On-time delivery improved by 30%. Lead times were reduced by 25%.
Product ranges were late to market. 100% due-date performance.
30% reduction in lead times and sampling costs.

Boiler Conversion projects took 300-500 days. Cycle times were reduced to between 120-160 days. Saving of $13.4 million.
Difficult to synchronize Design and Manufacturing. Long project cycle times with frequent delays. Project cycle times were reduced by 20%.
70% of projects were late. High overtime and outsourcing. Lateness reduced by 50%. 63% productivity gain. 15% more projects completed.
Struggled to complete 200 custom furniture projects per year. Revenues were flat and business was just breaking even. A lot of firefighting in execution.
 Completed 334 projects in 9 months. Revenues increased 88% and profits increased by 300% in the first year. Firefighting and thrashing eliminated.

Produced 40 engines per month. 4 weeks piece part cycle time. Increased production by 23% (50+ engines/month), 16%-26% reduction in engine turnaround time. 2.5 weeks piece part cycle time, 25% increase in piece part throughput.

Projects were constantly delayed with only 33% projects completed on-time. Projects completed on-time increased to 83%.
Repair cycle time (RCT) for MK48 was 168 days.
RCT for LAV25 was 180 days. RCT for MK14 was 152 days. RCT for LAVAT was 182 days.		 Repair cycle time (RCT) for MK48 is 82 days.
RCT for LAV25 is 124 days.
RCT for MK14 is 59 days.
RCT for LAVAT is 122 days.
Average turnaround time (TAT) for H-46 aircrafts was 225 days. Average turnaround time (TAT) for H-53 aircrafts was 310 days; throughput was 23 per year. Reduced TAT to 167 days, a 25% reduction while work scope was increasing. Reduced TAT to 180 days, a 41% reduction; delivered 23 aircrafts in six months (throughput of 46 per year). 70% reduction in backshop backlog due to better synchronization on aircraft lines.

Job Completion Rate = 94%. On-time delivery less than 60%. Cost per job was $5,043.
 Job Completion Rate increased to 98%. Increased on-time delivery to 95+%. Reduced cost per job to $3,355, a 33% reduction; manning dropped by 25%. Overtime reduced by 49%, a $9M saving in first year.

Turnaround time (TAT) 162 days. 7 aircrafts in repair cycle. Turnaround time (TAT) reduced to 115 days. 4 aircrafts in repair cycle (3 returned to customer). Production output increased from 185 hours/day to 273. 1 1/2 dock spaces freed up.
21-24 aircrafts on station. Reduced to 18 aircrafts on station. 25 out of 26 aircrafts delivered on-time or early. (accumulated 191 days of early delivery in 6 months total)
Turnaround time (TAT) 240 days. 13 aircrafts in repair cycle.
 Turnaround time (TAT) 160 days. 7 aircrafts in repair cycle. 75% fewer defects.
Throughput of 178 hours per aircraft per day, turnaround time 46-180 days. Mechanic output 3.6 hours per day.
25% increase in throughput, turnaround time reduced to 37-121 days. Mechanic output increased to 4.75 hours per day. 40% overtime reduction.
Long cycle times. Low utilization of resources. Poor visibility on project slips. 30% reduction in cycle time measured over 900 projects. 30% improvement in resource utilization. 88% on-time delivery performance.