Case Studies Archives - Page 2 of 2

Case Studies

Nosocomial Pressure Ulcer (NPU) Reduction Using Root Cause and Measurement Analysis

For: 500-Bed Metropolitan Hospital Situational Challenge NPUs (bedsores) at this hospital increased over the prior year. NPUs create patient pain […]

Therapeutic IV Drug Decision Support

For: Children’s Oncology Clinic Situational Challenge The rapidly changing oncology and hematology therapeutic drugs landscape creates confusion about referrals, medical […]

The Use and Abuse of OEE

Overall Equipment Effectiveness (OEE) is fast becoming a widely used measure for the manufacturing industry, but it is also one of the more misunderstood and misused measures and causing much confusion...

Quantum Leap Yield Improvement

Production Preparation Process (3P)—Milestone 13
In the highly competitive world of vinyl siding production, “process yield is king.” A fraction of a percentage point change in yield traditionally is very difficult to attain let alone sustain. So you can imagine what was going through one plant manager’s head when he got the news that yield had to improve 2.4% above last year’s performance.

A Journey to World Class

The Samlesbury brewery, now owned by Interbrew, has used its Asset Care programme as a key tool for pursuing cost reduction through more intensive use of plant

United Seating and Mobility

As with many companies, the challenges facing United Seating & Mobility include increasing expectations of quality products and services, pressure from customers to reduce prices, and competition from numerous competitors in an industry suffering through consolidation. But by committing itself to becoming lean, United Seating – which produces customized wheelchairs, scooters and other mobility products – is not only surviving, but expanding as other companies fall by the wayside.

Operator Maintenance vs. Autonomous Maintenance

When Productivity Inc. came across the work of the Japan Institute of Plant Maintenance (JIPM), developers of total productive maintenance (TPM), as part of our research into Japanese manufacturing practices in the 1980’s, we encountered the same problem as with other systems: how do we teach this to people in the West?