Profits Insight Client Cases

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Business cases for: Supply Chain Management, Profitability & Cost Management, Manufacturing, Business Process Management, Operations Analysis, ERP Audits, and JD Edwards ERP software.

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Profits Insight Client Cases

  1. 1. Profits Insight Making Companies More Profitable CLIENT BUSINESS CASES A Select Portfolio of Achievement
  2. 2. Profits Insight Making Companies More Profitable Turbine & Generator Repair- Achievement Remanufacturer / Global 100 Division  Directly supported a change in EBIDTA from What Needed to be Achieved -20% to +10% within four years  Elimination of the need to hold production  Job Estimating cycle time reduction scheduling meetings twice a week (over 20  Part Tracking improvement attendees)  Job Status reporting  Shop Associates were able to take off Thanksgiving and Christmas weekends for the first time in the  Move from reactive to proactive business system company‟s history (quality of life- priceless!)  Reduce the Cost of Poor Quality  Approximately 50% reduction in quality issues  Estimate cycle time reduction from days and Roadmap to Achievement weeks, to less than 4 hours  Improvement of job status reporting from 5 days  Encouraged, architected, and led cultural change from to within a shift, with a 80-90% increase in Project-Oriented to Job Shop Mentality accuracy  Formulation and implementation of Business Process  Directly linked to the Project Champion’s (the Management framework VP of Operations) promotion to run the Global  Realignment of JD Edwards ERP software menus and 100 company’s largest manufacturing programs to align with new business processes operations in the World  Creation of Core Business Quote-to-Cash and Product Life-cycle Management Processes  Implementation of MS Project Server and development of a bi-directional interface with JD Edwards for interactive planning and scheduling 2325 Ferndown Lane, Keswick, Virginia 22947 ~ 434-825-5960
  3. 3. Profits Insight Making Companies More Profitable Turbine & Generator Blade Manufacturing Achievement / Global 100 Division  Real-time product configurator and job estimator What Needed to be Achieved with complete product structure, costs, and pricing  Need to streamline job quoting with automatic pricing  Full production configuration including production and costing bills of materials, routings, and material  Ensure margin protection requirements  Devise a way to create standards for virtually hundreds of thousands of combinations  Customer schedules accurate within a day based on both high-probability and contracted job  Structured, detailed quotes that can be efficiently exported into corporate ERP system for scheduling schedules and shop capacity and capacity planning  Provide customers with realistic and accurate  Full-integration with corporate ERP system for schedules that can be committed to supply chain planning, shop planning and scheduling, and shop-floor execution Roadmap to Achievement  Quoted a major blade job for a client in one day vs 2 weeks by major competitor, and won the  Development of a standards framework with heuristics contract reducing complexity to a finite number of datasets  Design and development of an interactive, real-time software application that supports job estimating, product configuration, costing, and pricing  Implementation of a process for exporting configured Bills of Materials and Routings into corporate ERP system 2325 Ferndown Lane, Keswick, Virginia 22947 ~ 434-825-5960
  4. 4. Profits Insight Making Companies More Profitable Marine Engine Distributor / Global 100 Achievement Division  Stabilization of the supply chain issues in less than What Needed to be Achieved two months  Critical/urgent need to stop the loss of significant  Calmed down OEMs reassuring them of product market share for the most successful product launch availability; thus, stabilizing the “sole source” in the company‟s 100 year history strategy Roadmap to Achievement  Institution of formal Sales & Operations Planning to reduce future risk of supply shortage  Implementation of Global Supply Chain and Inventory Management best practices  Quantitative data analysis to determine engine and part usage to set temporary stocking levels  Development of initiatives to improve the accuracy of product data management for engineer-to-order environment  Development of two new roles (Central Planner, and Product Data Management manager)  Implementation of sophisticated Forecasting and Planning process using JD Edwards EnterpriseOne  Development of a software application to graphically represent JD Edwards Sales History and Forecast data 2325 Ferndown Lane, Keswick, Virginia 22947 ~ 434-825-5960
  5. 5. Profits Insight Making Companies More Profitable Diesel Marine Engine Distributor / Global Achievement 100 Division  Uncovered non-value-added activities and tasks What Needed to be Achieved equating to $700,000 per year  Need to assess the current JD Edwards Estimate-to-  Reconfiguration of JD Edwards software to remove Cash process to identify non-value-added activities key non-value-added activities and tasks and tasks to streamline the process in preparation for a global standard process roll-out Roadmap to Achievement  Used Profits Insight‟ BAS® Solution to conduct a 2- week detailed analysis 2325 Ferndown Lane, Keswick, Virginia 22947 ~ 434-825-5960
  6. 6. Profits Insight Making Companies More Profitable Merger of Two Gas Compression Utility Achievement International Public Companies  Uncovered non-value-added activities and tasks What Needed to be Achieved equating to $2 million per year  Need to assess the current Oracle E*Business Quote-  Identified all key areas to automate and/or to-Delivery process to identify non-value-added reconfigure to reduce waste activities and tasks to streamline the process in preparation for a global standard process roll-out Roadmap to Achievement  Used Profits Insight‟ BAS® Solution to conduct a 2- month detailed analysis 2325 Ferndown Lane, Keswick, Virginia 22947 ~ 434-825-5960
  7. 7. Profits Insight Making Companies More Profitable Janitorial & Office Supplies Distributor / Achievement Fortune 500 Division  $20 million in savings over 5 years What Needed to be Achieved  Renegotiation of major supplier (one of two of the  Need to reduce supplier costs largest competitors in the US) contract for more  Require empirical data for supplier contract favorable pricing negotiations  Identify profitable and unprofitable markets,  Identification of top/bottom and most/least distribution channels, and customer groups profitable supply chain partners and products  Determine how to improve the efficiency of the warehouse distribution network, and inventory  Reversal of decision to eliminate one distribution operations chain partner because of top 10 profitability ranking Roadmap to Achievement  Identified most profitable/fastest moving, and least/slowest moving inventory items, and made  Commercial Time-Driven Activity-Based Costing recommendations for relocating and shelving for Software Package Implementation more efficient put-away, picking, staging, and  Definition of Cost Objects for P&L analysis loading  Identification of core activities  Development of conditional algorithms to represent time and cost consumption by flow units  Model creation of distribution warehouse replicated across 25 centers across the US I 2325 Ferndown Lane, Keswick, Virginia 22947 ~ 434-825-5960
  8. 8. Profits Insight Making Companies More Profitable Medical Supplies Distributor Achievement / Private $65 MM  Identification of $5 million in savings over 5 years What Needed to be Achieved  Identification of top/bottom and most/least profitable markets, buying groups, customers,  Need to know what markets, buying groups, distribution channels, customers, and products are product lines, products, and suppliers profitable  Desire a better understanding of operational and  Identification of unprofitable sales commission supply chain costs structures  Restructure of sales commissions for top-selling Roadmap to Achievement products that are profitable, but unprofitable after sales commissions  Design and development of a custom Rate-based ABC Implementation  Definition of Cost Objects for P&L analysis  Identification of core activities  Transaction and financial integration with corporate ERP system  Implementation of JD Edwards ERP Advanced Accounting 2325 Ferndown Lane, Keswick, Virginia 22947 ~ 434-825-5960
  9. 9. Profits Insight Making Companies More Profitable Medical Supplies Distributor Achievement / Private $65 MM  Obliteration of ten (10) arm-length processes What Needed to be Achieved  Job estimating reduced from hours to minutes  Merge manufacturing subsidiary into corporate structure to leverage shared services, increase  Printing jobs material requirements accuracy transparency, improve demand and supply chain increased more than 100% planning, and reduce costs  Convert Legacy system to JD Edwards ERP  Material inventory turns increased 50% Roadmap to Achievement  Real-time, 98% accurate Available- to-Promise order taking  Implementation of JD Edwards OneWorld Distribution, Manufacturing, and Financials  Obliterated 10 arm-length processes  Implemented 3rd-Party Product Configurator, and used XML interfaces to auto-create Sales Orders and Work Orders  Implemented Actual Costing for custom jobs  Converted legacy system data to JDE  Developed Product Data Management standards 2325 Ferndown Lane, Keswick, Virginia 22947 ~ 434-825-5960
  10. 10. Profits Insight Making Companies More Profitable Agricultural Chemical Manufacturer / Joint Achievement Division of Two International Chemical Companies  Railcar demurrage reduced by approximately 80% What Needed to be Achieved  Tanker truck partial returns reduce by approximately 90%  Need to reduce production line downtime  Find a way to reduce rail-car demurrage, and fees for  Manufacturing monthly financial close reduced returned partially filled tankers from two (2) weeks to less than two hours  A method for determining volume of bulk production based on finished good requirements  Significant reduction in production line downtime  Must reduce the 2-week Month-end Books Close process to adhere to corporate reporting edicts  Accurate finished, packaged goods planning and manufacture Roadmap to Achievement  Implementation of JD Edwards Forecasting, MRP, Rate-based Manufacturing, Supplier Scheduling, and Manufacturing Accounting  Quantitative Data Analysis of historical production runs  Leveled monthly product production  Rate-based Scheduling for bulk material  Finished Goods Schedule with Work Orders  Streamlined Manufacturing Accounting 2325 Ferndown Lane, Keswick, Virginia 22947 ~ 434-825-5960
  11. 11. Profits Insight Making Companies More Profitable Agricultural Feed and Seed Manufacturer / Achievement Multi-state Cooperative  Weekly Corporate MRP generation and process for What Needed to be Achieved setting purchasing requirements  Need the ability to leverage corporate buying buyer,  Daily mill MRP generation for setting daily but still provide scheduling and buying autonomy to production runs local mills  Need the ability to plan and schedule production runs  Daily mill scheduling system for pickups/deliveries for daily pickup/delivery (accurate to the ½ hour)  Need better manufacturing processes for managing scrap, yields, and costs  Daily Final assembly schedules for finished goods Roadmap to Achievement  Daily bulk product manufacturing schedules  Implementation of JD Edwards Distribution,  Over 80% improvement in finished good Manufacturing, and Financial suites production accuracy  Creation of Batch-based Bills of Materials and Routings  Creation of Finished Goods Bills-of-Material Kits  Development of sophisticated Forecasting, Centralized Master Scheduling, and De-centralized Material Requirements Planning process 2325 Ferndown Lane, Keswick, Virginia 22947 ~ 434-825-5960
  12. 12. Profits Insight Making Companies More Profitable Chemical Manufacturer / Division of Global Achievement Company  Finished Good Final Assembly schedule to accurately plan and schedule finished good grades What Needed to be Achieved  Need to improve the process for recording finished  Production schedule of bulk material to accurately good grades produce finished goods grades  Need a way to plan for finished good grades  Automatic creation and completion of finished good  Need a method for planning the amount of bulk, sub- grades and bulk production work orders based on component material to produce to fulfill finished good grades requirements lab results of finished goods  Significantly reduced unnecessary manufacturer of Roadmap to Achievement bulk material for rare-grade finished goods  Implementation of DSI‟s barcoding system  Innovative development of a „hyper-backflush‟ system to automatically create and complete work orders based on lab results  Implementation of JD Edwards Distribution, Manufacturing, and Financial suites 2325 Ferndown Lane, Keswick, Virginia 22947 ~ 434-825-5960

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