Sub-Contractor to Subsystem Technologies, Inc. for the U.S. Army Research Development and Engineering Center (ARDEC)

Insight 1, Inc., along with our sister company (Baldrige Coach), supported the sub-contractor and the agency in making necessary improvements while preparing a Baldrige application. We worked with the senior management team (civilian and military) to -

• Facilitate mapping of ARDEC enterprise systems and processes
• Identify areas for improving ARDEC's ability to meet their mission and as part of preparation of the Baldrige application.
• Facilitate an ARDEC Enterprise Lean assessment

The above initiatives produced the following results:

• ARDEC received a site visit by the Baldrige examiners
• ARDEC was a 2007 Baldrige Award recipient.

Aircraft Parts and Distribution Center (FAA and DOD Oversight)

In addition to leading this organization to successful AS9000 registration, Insight 1, Inc. identified performance problems in its processes and methods that, if addressed, would improve overall efficiency. Some of these problems included a parts inspection line that was manpower intensive and slow, a powered conveyor system that was configured poorly for routing items requiring inspection resulting in the need for a manual sort and poor accessibility of part specs requiring manually searches and physical print out on computer for provision to inspection personnel. Insight 1, Inc.'s team assisted the warehouse management team in -

• Modifying the warehouse management system to permit coding of inspection items following pick from inventory.
• Reconfiguring the conveyor system and software to automatically rout parts requiring inspection and Certs to a new inspection line.
• Automatically selecting applicable specs for parts while in route to inspection area.
• Automating the print out of applicable Certs for signature by inspector or DAR.

The above initiatives produced the following results:

• Doubled the throughput of the inspection line.
• Reduced manpower by 40%.
• Eliminated delays and wait times for DAR further reducing the cost of inspections

FDA Regulated Drug Testing Laboratory

Due to uncertain or delayed study starts, less than desired occupancy rates and utilization for study rooms Insight 1, Inc. concluded that these were caused by poor visibility and management of study room availability. Insight 1, Inc. facilitated a Management System improvement project to develop and Implement a Study Room Scheduling System Database that accommodated advanced reservation of study room assets and tracking of room usage and projected study completions.

The above initiative produced the following results:

• Standardized US, Canadian, and U.K. locations on best practices.
• Improved quality, cycle times, productivity and profitability.
• Increased throughput (capacity/productivity) and associated revenues by 20%.

Worldwide Commercial Logistics Company

Company growth created the need to quickly establish new warehouse facilities and operations to meet new customer requirements. While warehouse operations were similar in most cases, little standardization was realized. Insight 1, Inc. -

• Worked with the company's Lean Team to develop a Value Stream Map for the operational processes for a standard site.
• Developed a standard template for documenting major value stream processes with simple, graphic oriented Standard Operating Procedures (SOPs) and Associated Detail Standard Work Instructions.
• Developed a meta set of SOPs and Work Instructions for a Standard Site configuration.
• Assisted the Lean Team in implementing a Lean Program for each new site.
• Developed a document management system based on the Value Stream Map located on the company wide network to facilitate download and configuration of the standard processes and standard documentation of a new warehouse site and operation.

The above initiatives produced the following results:

• Reduced the time to establish a new warehouse site by 50%.
• Standardized warehouse layouts, operational processes and documentation permitting ease of training of personnel and increased mobility of the work force.
• Improved efficiency of each new site though implementation of Lean Based Processes.

Acute Care Hospital Laboratory

In order to eliminate or minimize Long Patient Wait Times, delays in laboratory analysis result deliveries, and excessive errors Insight 1, Inc. -

• Applied "Lean Principles" to optimize workflow through the laboratory.
• Redeployed personnel responsibilities and shift coverage.
• Improved order receipt and entry as well as specimen collection and processing processes.
• Developed and installed an electronic lab document management system

The above initiatives produced the following results:

• Reduced Patient average wait time by 30%.
• Increased lab throughput by 15-20%.
• Increased lab scientist productivity by 20%.
• Improved Physicians' satisfaction through increased timeliness of results.
• Reduced error rates in order entry and labeling resulting in reduction in specimen recollections.

Sheet Metal Processing and Sales

This organization was struggling due to a lack of manufacturing throughput and timely delivery. Likewise this organization was experiencing excess inventory adversely impacting Financial Performance. Insight 1, Inc. -

• Developed and implemented scheduling algorithm accounting for impr5oved work center capacity, equipment utilization and availability.
• Developed and implemented an Inventory Reduction Plan
• Worked as a member of the erp implementation team to implement effective user interfaces, manufacturing scheduling and control, purchasing and inventory systems and processes that were standardized across six sites.

The above initiatives produced the following results:

• Increased work center throughput by 15%.
• Reduced Inventory and associated costs by 60%.
• Greatly increased standardization of functional transactions and processes at all sites with lower than expected erp implementation costs