“Where is my material? Why can’t I get the right parts for my shop?” This client, a shipbuilder, had an entrenched culture with very pronounced organizational silos. Hostile politics between departments and leadership, a lack of meaningful metrics, and a disengaged and uninformed workforce all presented barriers. Yet, the workforce was frustrated and wanted improvement. Recognizing this, management partnered with RLG to make a lasting, significant improvement.

Project Highlights

• Performance metrics were abundant in number, however, no metric was considered key to their business. Together with RLG, they developed a new meaningful set of metrics which cascaded through their business.
• Redesigned warehouse processes, results boards, business reviews, positive recognition and one-pager scorecards all became part of how the “new” Supply Chain business unit functioned.
• An Operating Rhythm^™, engaging both upper management and front line leadership, connecting their actions and decisions to the bottom line results, brought accountability, awareness and collaboration where there was little before.
• A client-approved 7.4:1 ROI and over $5.8 million in value were realized.
• Inventory accuracy crossed 97% for the first time ever, delinquent technical documents were reduced by 80%, delayed acquisitions improved 83%, on-time delivery improved 7%.