Realization



Engineering & NPD

HP Digital Camera Group

Embraco

Spirit Aerosystems

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Case Studies

Kanban in Engineering: Aviation Supplier Reduces Cycle Times While Boosting Output
Manufacturing is a repeatable process while engineering projects tend to be one-off efforts.

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From Multitasking to Synchronized Engineering
Aircraft Tier 1 supplier improves its engineering performance, delivering a major program in record time and saving over 25,000 hours per year.

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From Multitasking to Synchronized Product Engineering
Leading glass container manufacturer improves its engineering performance, delivering project with 60% reduction in cycle times.

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From Multitasking to Synchronized Product Development
Supplier of digital cameras more than doubles its new products while achieving an all-time record in hitting seasonal windows of opportunity.

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Before & After

 BeforeAfter

Next Generation Wireless Technology Product Development
  • 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.

Customized Software Development
  • Growth was stagnating, becoming insufficient to secure market position.
  • Throughput increased by 14% in the first 6 months.
  • Cycle time reduced by 25% and project completions increased 17% with over 90% on-time delivery.

Customer Experience Systems Customized SW Development for Telecommunications
  • Market pressure to reduce cost and cycle time.
  • 8 projects in crisis requiring CEO level attention in 2007.
  • 14% increase in revenue/man-month.
  • 20% reduction in cycle time.
  • 0 projects in crisis in 2008.

Satellite Design and Assembly
  • Reflectors were the constraint in Antenna and Satellite delivery.
  • Electronic units were late, delaying Satellite subsystems.
  • Classified Government program was behind schedule and losing money.
  • Operation was losing $200M a quarter.
  • Doubled Reflectors throughput and reduced cycle time by 28%, alleviating delivery constraint.
  • Increased productivity in Antenna Assembly and Test by 64% and subsequently another 26%.
  • Reduced cycle time for Electronic units, allowing subsystems to finish 30% faster.
  • Stabilized schedule and returned money to Government 4 quarters in a row.
  • Operation turned profitable.

Nuclear Power Engineering
  • Due-date performance was 60%.
  • Due-date performance increased to 95%.
  • Throughput increased by 30%.

IT Projects
  • 15 SAP functionality projects were completed per month.
  • SAP functionality project completions increased by 30% to 20 projects a month.

Nuclear Power Engineering
  • 19 design evaluation and modification projects were being completed per month.
  • Throughput increased by 25% to 24-30 projects per month.

Automotive Product Development
  • Cycle time for prototype builds was 10 weeks.
  • Cycle time for prototype builds reduced to 8 weeks.

Biotechnology Plant Engineering
  • 20% projects on time.
  • 87% projects on time.
  • 15% immediate increase in throughput.

Pharmaceutical New Product Development
  • 6 projects completed in the first 12 weeks.
  • 20% projects on time in 12 weeks.
  • 85 global generics and PSAI filings in 2009.
  • 85 product launches in 2009.
  • 915 days cycle time for full development in 2008.
  • 11 projects completed (83% increase).
  • 80% projects on time (60% increase).
  • 110 filings in 2010 (30% increase).
  • 149 launches in 2010 (75% increase).
  • 563 days cycle time for development in 2010 (40% faster).

Semiconductor Design and Manufacturing
  • Actual cycle time of projects was 38 months; 25% of projects were on time.
  • Actual cycle time reduced to 23 months; almost all projects are within the committed cycle time of 24 months.

New Product Development For Home Appliances
  • 34 new products per year.
  • 74% projects on time.
  • Increased throughput to 52 new products in the 1st year, and to 70+ in the 2nd year, with no increase in head count.
  • 88% projects on time.

CPG New Product Development
  • 150 projects per year.
  • 90% on-time delivery.
  • 20% faster time-to-market.
  • 98% on-time delivery.
  • 10% of projects finished ahead of schedule.

Digital Camera Product Development
  • 6 cameras launched in 2004.
  • 1 camera launched in spring window.
  • 1 out of 6 cameras launched on time.
  • 15 cameras launched in 2005.
  • 7 cameras launched in spring window.
  • All 15 cameras launched on time.

ASIC Design Technology Development
  • 74% projects on time for small projects.
  • Major tool releases were always late.
  • 85% of small projects on time.
  • Major tools released on time for three years in a row.

Advertising Product Development
  • Completed 7 projects in 2006.
  • Completed 7 projects in the first 8 months of 2007.

High Tech Medical Product Development
  • 1 software release every 6-9 months.
  • Predictability was poor on device programs.
  • 1 software release every 2 months.
  • Schedule slips on device programs cut by 50%.

High Tech Medical Product Development
  • Device projects took 18 months on average and were unpredictable.
  • Development cycle time reduced to 9 months.
  • On-time delivery increased to 90%.

Food Preparation & Packaging
  • 72 sales projects completed per year.
  • 171 sales projects completed per year.
  • 52% increase in throughput-dollars.

Process Manufacturing Plant Engineering
  • 6 months cycle time for furnace design.
  • 45 projects/year engineering throughput.
  • 2.5 months cycle time (58% faster).
  • 60 projects/year throughput (33% increase).

Pharmaceutical Product Development
  • In 2005, completion rate was 5 projects/quarter.
  • 55% of projects delivered on time.
  • In 2008, completed 12 projects/quarter.
  • 90% on time, with same number of resources.

Marketing/Publishing Support
  • Projects were always late.
  • Lead times were not acceptable.
  • On-time delivery improved by 30%.
  • Lead times reduced by 25%.

Garment Design
  • Product ranges were late to market.
  • 100% due-date performance.
  • 30% reduction in lead times and sampling costs.

Aircraft Engineering
  • 12 months was best case engineering cycle time.
  • On track to finish pylon project in 7 months.

Processing of Purchase Requests
  • Long delays in processing requests.
  • Long cycle times.
  • Delays reduced by 40%.
  • 76% reduction in cycle time.
  • 29% increase in throughput.