An Activity-Based Costing Project revealed that pricing based on standard cost was severely distorted

The not-for-profit organization could not arbitrarily raise prices since many customers were sitting on its board. The board would allow the organization to adjust prices to a break-even point if it could justify the higher cost.

Strategic pricing and cost justification allowed the organization to increase profits by $800,000.

Further, the organization consisted of two main business units. The project revealed that over $1,000,000 of overhead should be shifted to the other unit, because it was actually consuming more of overhead.
The prior method of allocating overhead based on sales dollars was inadequate.

Finally, one of the smaller business unit was able to properly justify its costs leading to a 90% increase of annual Medicare reimbursements

Owners of a manufacturer realized that setups and changeovers were too time-consuming and affected productivity. Instead of address setup and changeover times through SMED techniques, the call was for each cell to "run the same product all day"

This would have led to rampant inventory levels on some products and running out of certain materials, while products based on the same materials might not get produced which would then cause massive backorders

Realizing this, developed a job sequencing tool that allowed production planning based on the main raw material. Minor changeovers required merely different packaging or shapes. Products were produced to similar weeks-of-stock levels realizing a balanced production schedule.

The utilization of this tool achieved a 25% increase in output, giving the company the capability to sell $10,000,000 more without the need for additional labor.

Coached and developed operations team in process improvement techniques

Reorganization and balancing of an assembly line increased daily throughput from 500 to 900 units (keeping labor constant).

Discovered that three different product lines had three different seasonality trends,  instead of the previously assumed single seasonality.

Prepared and master planned supply chain to properly navigate through seasonal volume shifts

Print shop equipment (including pre-press, printing press, die cutter, and folder gluer) was to be replaced by modern equipment while ensuring supply for finished goods production.

Performed capital investment analysis. Determined cost savings, cash flow impact, and capacity utilization.

Managed tooling transition and provided timeline and priorities of which tooling is required when.

Developed scheduling tool to achieve desired printing inventories. Targeted 75% reduction in average printing inventory.

Developed Visual Reports providing easy-to-use information for planning and scheduling
Optimized master planning across value chain
(after raw materials purchasing through shipping)

→ 90% reduction of backorders caused by operational process steps.

95% reduction of number of items with inadequate inventory levels (too high or too low in terms of weeks of stock).

Developed Operations Scorecard to measure and manage key operational metrics, including customer service-levels, backorders, finished goods and work in progress inventory, quality/scrap, throughput, utilization and productivity.

Metrics aligned with corporate strategy.