120+ Engagements. 20+ Industries. Every Number Documented.
We don’t talk about results in vague terms. Every metric below came from a real engagement with real before/after data.
Real Results. Real Before/After Data.
Every engagement below has documented baselines and measured outcomes.
Value Stream Transformation — Full Lean Deployment
16-Kaizen Continuous Improvement Program
Cell Design & Cycle Time Reduction
Lead Time Reduction — Rocket Motor Assembly
Multi-Site Lean Deployment — 4 Facilities
12-Kaizen Annual Improvement Program
5-Kaizen Annual Deployment — 3.2× ROI
Lead Time Reduction — Industrial Equipment
Hiring Process Transformation — 85 → 30 Days
Process Lead Time — Utility Operations
Precision Medical Tubing: Full Value Stream Transformation
A documented, phase-by-phase look at a complete Lean deployment at a global medical device tubing manufacturer — from baseline to results.
From 14–37 Week Lead Times to 4–6 Weeks. $20M+ Revenue Capacity Unlocked.
A global medical-grade precision tubing manufacturer was struggling with chronic lead time variability across 5 stainless steel product families, underutilized capacity, and parts traveling 5.8 km through the facility on every job. LSSE deployed a full Lean transformation — product family analysis, value stream mapping, Kanban system design, standard work, factory redesign, and a tiered daily management system — across multiple phases starting March 2023.
Assessment & Planning Session
Onsite assessment initiated at the Swiss facility. Plant tours, stakeholder interviews, and initial data collection completed. Five stainless steel product families identified. Current lead times confirmed at 14–37 weeks with high variability. Parts traveling 5.8 km per job (best case). Capacity at 0.49 units/hour. Batch-and-queue scheduling, excessive WIP between steps, and lack of visual management identified as root causes.
Capacity: 0.49 units/labor hr
Travel: 5.8 km per job
5 product families scoped
Data Analysis, Product Family Matrix & Engineering Studies
Deep data analysis across all 5 product families — demand volumes, machine capacity requirements, routing sequences, and revenue contribution. Product family matrix developed: top 3 families represent 43% of revenue and 47% of volume. Machine requirements quantified for current and future state. Number of machines required modeled for 12, 24, and 36-month growth scenarios. Revenue baseline confirmed at $13.7M–$14M annually.
Revenue baseline: $13.7M
Machine capacity model completed
43% of revenue in scope
Current State Value Stream Mapping
Full current-state VSM completed for primary product families. All waste quantified: sample jobs ranged from 22 to 231 calendar days. High-volume parts (Weld to Intermediate Stock) averaging 30–35 days. Non-value-added wait time identified as dominant lead time driver between Weld, Draw, Heat Treat, Clean, and Finish operations. Routing data analyzed for high-volume SKUs. Current state report-out presented to plant leadership.
Sample range: 22–231 calendar days
Wait time = dominant waste
Routing optimization identified
Future State Design & Kanban System Architecture
Future state VSM designed across 10 layout iterations. Target: lead time below 4 weeks for rough cut, under 6 weeks for EDM/Laser cut. Intermediate Kanban (IM Kanban) system designed for 21 SKUs covering 70–80% of monthly production volume by weight (~1,237 Kg of 1,500–1,750 Kg/month). Kanban replenishment logic, bin sizes, and trigger points calculated. Max inventory value held: ~$260K. Travel distance target set at under 2 km per job. Future state approved by leadership.
70–80% of volume covered
Target: <2 km travel per job
Future state approved
Layout Implementation & Kanban Launch
Physical layout changes executed — equipment relocated, flow paths redesigned to eliminate cross-floor travel. IM Kanban system launched in live production. Replenishment cycle established at approximately 2 weeks. Semis redesigned to run straight through, eliminating wait time between operations. First validated job Weld-to-Intermediate-Stock lead time dropped from 30–35 days to 16 days — a 50%+ reduction with target of under 10 days achievable.
Validation job: 35 days → 16 days
Travel: 5.8 km → <2 km
Replenishment cycle: 2 weeks
Standard Work Development & Capacity Rebalancing
Standard work developed for all Weld, Draw, Heat Treat, and Clean operations. Work rebalancing conducted — 3 operators balanced to produce 72 Kg/day target. Coil changeover times reduced. Draw bench utilization improved. Capacity measurement post-implementation: throughput increased from 0.49 to 0.75 unit/labor hour on validated jobs (+53%). Target capacity with full standard work and routing: 1.13 units/labor hour (+130%). Daily output target of 100 established at critical process steps.
Capacity: 0.49 → 0.75 units/hr (validated)
Daily target: 72–100 Kg/shift
3-operator balanced cell
KPI System, SQDCT Management & Results Validation
SQDCT (Safety, Quality, Delivery, Cost, Team) management system designed and deployed. Daily Tier 1/2/3 meeting structure implemented — operator, supervisor, and plant manager huddles. KPI dashboard tracking hourly/daily output, lead times, throughput, and capacity by operation. Results validated on closed jobs: capacity range across closed jobs of 0.7 to 1.9 units/labor hour (40%–280% improvement over baseline). Full year savings on track. Revenue run rate climbing toward $17M+.
Closed jobs: 0.7–1.9 units/hr
Revenue tracking: $17M+
Daily KPI dashboards active
Sustainment, Expansion & Continuous Improvement
Sustainment audit confirmed improvements holding without full consultant presence. Phase 2 implemented. Tiered management structure formalized with Tier 1, 2, 3 meeting cadence. Other product families aligned to same value stream design. Closed job cost reviews tracking $2.5M in EBITDA gains. Revenue capacity confirmed at $20M+ with current improvements. Full results documented: 71% lead time reduction, 130% capacity improvement, 65% travel distance reduction.
Capacity: 0.49 → 1.13 Units/hr (+130%)
$ Savings: $2.5M documented
Revenue capacity: $13.7M → $20M+
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