A Facility Transformation Necessary for Long-term Growth


Success story


This engagement between a private equity firm and Allied Logistics represents a strategic initiative aimed at revitalizing the operations of an industrial manufacturer facing significant operational challenges. The manufacturer was grappling with two critical issues: widespread inventory inaccuracy and raw material receiving backlogs, both of which were having a detrimental impact on its production processes and overall efficiency.

Actions Taken

1. Conducted Value Stream Map and Value Stream Design: This step involved a comprehensive analysis of the manufacturer’s current operational processes. A Value Stream Map, a visual representation of the end-to-end processes from raw material acquisition to product delivery, was created. This map enabled the identification of bottlenecks, inefficiencies, and areas where improvements could be made. Value Stream Design, which followed, focused on envisioning an optimized future state of operations. This step provided a clear vision of the desired improvements and served as a foundation for subsequent actions.

2. Created Project Roadmap with Deliverables, Timelines, and KPIs: A well-defined project roadmap was developed to guide the transformation process. This roadmap outlined the various stages of the project, the specific deliverables to be achieved at each stage, the associated timelines for completion, and the Key Performance Indicators (KPIs) that would be used to measure success. This step ensured transparency, accountability, and a structured approach to the transformation, while also facilitating effective communication among stakeholders.

3. Standardized Receiving Process and Implemented Barcode Scanning: To address the challenge of inventory inaccuracy, the receiving process for raw materials was standardized. This likely involved creating clear protocols and guidelines for receiving, inspecting, and recording incoming materials. To enhance accuracy and real-time visibility, barcode scanning technology was implemented. This technology allowed for swift and precise tracking of inventory movements, minimizing the chances of errors associated with manual data entry and ensuring that inventory records were always up-to-date.

4. Built Kanban Pull Systems for Raw Material Replenishment: To address the issue of raw material receiving backlogs and streamline material flow to production, Kanban pull systems were introduced. These systems work based on actual consumption signals from the production process. When a specific quantity of materials is used up, a signal is sent to trigger the replenishment of that material. This “pull” approach ensures that raw materials are replenished only when needed, reducing the risk of overstocking or shortages and promoting a more efficient and responsive supply chain.


The achieved results of the facility transformation overseen by Allied Logistics demonstrate the significant positive impact that the strategic initiatives and process improvements had on the industrial manufacturer’s operations. These results directly address the initial challenges, boosted production by more than 20% and reduced end product lead times by 2 months.

About the author 

Sandy Meier

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