Case Studies

View eMRI‘s results by clicking on each case study.

Client: A manufacturing firm was experiencing a failure rate of over 25% on its largest volume product. The direct cost of the failures was estimated at over $500,000 per month. Indirect costs included missed and late customer deliveries. Goal: eMRI sent in a full-time master......

Client: A large, global manufacturing firm had successfully implemented Lean approximately 10 years ago and had shown excellent success in reducing costs and enhancing productivity. Unfortunately, the firm was experiencing ever increasing customer complaints about poor product quality. Employee skill sets were not able to......

Client: A Fortune 500 company desired to accelerate its rate of continuous improvement to improve its financial performance and enhance the customer experience. Goal: eMRI was asked by a senior executive to work with the organization’s continuous improvement team to design and implement an initiative......

Client: A furniture plant uses over 1,000 fabrics on its products. The current process for ensuring the right fabric goes on the right unit for the right customer is failing over 2% of the time resulting in significant rework and customer complaints. Additionally, the process......

Client: A large services company with over 10,000 employees was receiving many complaints about the onboarding time for new employees. They had become so numerous that the HR department determined that the problem needed to be addressed and the process improved. Goal: eMRI led a......

Client: A large logistics firm was sporadically missing deliveries to a large customer. In addition to hundreds of thousands of dollars in penalties, the firm was concerned that the contract would not be renewed based on the delivery failure rate. Goal: eMRI trained and coached......

Client: A large 3PL had a 500,000 square foot incoming logistics facility that was contractually obligated to process customer deliveries in less than 24 hours from the time of arrival. Processing included approximately 15 steps beginning with de-boxing and ending with transfer to the outbound......

Client: An overseas operation was experiencing rapid growth in sales but was constrained in terms of manufacturing capacity. Capital projects to increase capacity would require tens of millions of dollars and take years to implement. Goal: eMRI trained and coached a wave of Lean Six......

Client: A billion-dollar industrial company was having high rates of failure in one of its batch chemical processes. The failures were causing significant financial costs, but more importantly, customer orders were being missed. A significant number of customers had already given their business to competitors......

Client: The IT department in a large services company with over 5,500 employees was being inundated with requests for “ad hoc” reports. Each report required IT resources to develop and produce. It was taking 4.5 full-time equivalents to produce ad hoc reports for management across......

Client: A manufacturer of liquid chemicals needed to clean out its batch processes when switching products. Every clean out resulted in waste solvent contaminated with additional chemicals used in the manufacture of the end products. As part of its ISO 14001 efforts, and to reduce......

Client: A “greenfield” startup facility creating 1-3 micron tolerance machined parts was experiencing high rates of scrap product during the ramp-up to full production. The excessive scrap was creating cost issues and was jeopardizing customer production schedules. Goal: Reduce the amount of scrap being produced......

Client: A $1 billion+ manufacturer contracted with eMRI consultants to perform a system-wide assessment of product quality covering product development, manufacturing and supply chain functions. As part of the assessment, it was discovered that there were systemic issues with the corporation’s measurement systems and that......

Client: A Fortune 100 company with 13 plants was spending over $9 million per year on gage calibration alone. Other areas of gage management were also inefficient, resulting in additional costs. Goal: Reduce the cost of gauging and measurement systems. Results: Using proprietary statistical algorithms,......

Client: A large manufacturer of office products wished to reduce the dollar value of warranty claims being paid due to damage found during end use installation of their product. Existing information systems did not capture how, when or why the damage occurred and therefore the......

Client: A global, $15 billion per year company desired improved results from its global Lean Six Sigma program. The program, as it was currently functioning, was in decline and had long ceased yielding the desired results. Goal: eMRI was asked by a senior executive to......

Client
: A large, South American automotive supplier was experiencing so many quality problems that it had been placed on the “to be de-sourced” list by its largest OEM customer. The supplier was told to contact eMRI consultants to help them make major improvements to their......

Client: A company was struggling with getting accurate voice of the customer survey data from their employees surrounding the issues of employee wellness and health care. The data inaccuracy was making employee wellness decisions less effective to the degree that multiple employee wellness metrics were......

Client: A hospital system rated one of the hundred best health systems in the nation, wanted to further differentiate themselves from their competitors in terms of effectiveness of their durable medical equipment company, regional lab services, and outpatient therapy department. Goal: Implement a value-added ISO......

Client: A state governmental district agency was experiencing annual budget cuts in all areas due to declining tax revenues. Compounding the situation was the legal obligation of the agency to travel to visit the private citizens it was required to serve. The agency found itself......

Client: A North American sales team, over a period of years, had to spend an increasing proportion of their time supporting corporate activities such as sales forecasting, new product development, general reporting, meetings and other such activities. This was resulting in an ever decreasing amount......

Client: A hospital was coming under significant cost pressure. A substantial administrative cost was the cost of mailings. There were approximately 500,000 mailings per year. 12% were returned and had to be reworked and re-sent. The labor and postage cost of returned mailings was over......

Client: A Fortune 100 company needed a supplier quality management program for a group of 50 North American suppliers of electronic components but had minimal internal resources to perform this function. Goal: Partner with an outside firm to manage and improve supplier quality. Results: eMRI......

Client: A global company was struggling with product development. Specifically, the time required for testing to get a customer-specific product through the product development cycle was having a negative impact on the ability to meet customer needs. As a result, it was believed that customers......

Client: A company’s number one customer complaint was over- billing. Complaints were running at approximately 60 per month in the most recent year. Customer satisfaction and retention were being threatened by a poor billing process. Goal: Reduce over-billing complaints to less than 5 per month......

Client: An analytical lab is responsible for product development and provision of customized reference specimens to clientele. Incorrect specimens resulted in claims for downstream project quality problems (one claim alone cost $1 million). Customers were requesting reference specimens at a level of precision the lab......

Client: A division of a 100+ billion dollar overseas conglomerate required division-wide quality improvement to remain competitive in a global marketplace. Current levels of quality were inhibiting the company’s sales in several large overseas markets. Goal: Improve product quality to enable increased sales of the......

Client: A mid-sized retailer, in an environment of limited resources, was attempting to determine how to optimize capital spending on retail stores. Goal: Collect and analyze historical data to determine what types of capital improvements yielded the largest increases in revenue per square foot. From......

Client: A $1+ billion company was shipping only 85% of orders on time in full (OTIF). Furthermore, the company had over 120 million units of inventory on hand to try to improve the OTIF figure and was still not making headway in improving OTIF. Goal:......

Client: A large, capital intensive business was struggling with cash flow and debt servicing. The company needed to free up working capital to be able to service its debt in an environment of rapidly declining revenue. Goal: Use Lean Six Sigma projects to free up......

Client: A large call center operation with over 4,500 employees was suffering from problems associated with both over and understaffing of the call center. This was alternately resulting in excessive costs (overstaffing) and customer dissatisfaction (understaffing). Goal: Reduce staffing level forecasting error by 20% relative......

Client: A major health care insurer was experiencing high levels of turnover in several departments. Senior management suspected the at-risk (bonus) portion of the compensation system was one of the key causes, but they did not know how to prove this or what to do......

Client: A staffing services company’s primary customer was complaining that it was taking too long to place personnel in specific job functions. Specifically, qualified personnel needed to be in place at the client firm within no more than 32 days. 60% of all placements were......

Client: A $2+ billion manufacturer wanted to improve response time and performance on customer product complaints. Historical performance was that complaints took an average of 36 days to close and that less than 20% of all complaints were given a satisfactory rating score as the......

Client: A coating manufacturer’s number one customer complaint in terms of both frequency and cost was cracking. Despite numerous internal attempts to solve the problem, no progress was made in reducing the frequency of the defect. The quality problem was resulting in a loss of......

Client: A food company which had embraced sustainability wanted to reduce its environmental footprint. As a part of the effort to promote sustainability, the site leadership team of a plant with water-intensive processes wanted to reduce water usage. Goal: Reduce water usage by 5% within......

Client: A furniture manufacturer was experiencing high levels of defective incoming product across the supply chain. Defective product was negatively affecting both cost and ability to make customer delivery dates. Goal: Reduce defective incoming parts by 80% for all supplied parts. Results: eMRI worked with......

Client: A large organization was struggling with the time and complexity of addressing customer inquiries on the topic of potential new business. The process required the input of many departments and over 50 process steps. As a result, the time to respond and the cost......

Client: When transitioning from product development (pilot plant) to full-scale production, a firm was experiencing a manufactured product failure rate of over 40%. The problem was getting progressively worse over time. Goal: Use the Lean Six Sigma methodology to reduce the failure rate to less......