Kyzen Consultants have deep expertise in guiding companies in design, development, training and implementation of Quality Management Systems in compliance with ISO 9000, QS 9000, TL9000, etc.

We leverage our process improvement expertise and impart the knowledge while laying the foundation of the management system and optimizing your processes. Our process based system is metric oriented with emphasis on continual improvement and customer satisfaction. We leverage our offshore engineers to compile reports on non-conformances, corrective actions, supplier quality reviews supplier performance & scorecards allowing companies to ensure timely communications internally and with suppliers. Our engineers work directly in the customers ERP to manage quality reports.

Our supplier quality and management services help companies in setting direction in selection, development of supplier to be included in their Approved Supplier Lists. We provide consulting in auditing, first article approval /PPAP, pilot and production approval. Our engineers create quality plans and quality control inspection plan/datasheets and help in development of products. We have preferred suppliers in India that we partner with to take projects from concept to prototype to production.

We can also help with field problem reporting and warranty management. We can design customized online reporting and workflow systems to handle QMS and Field problem reporting. We have also designed processes for timely return of supplier materials and taking debits against future invoices.

• Deployment and consulting

• •ISO 9001 based Quality Management System

  • Development and Implementation

  • Process and Quality Plan documentation

  • Quality Specialists

  • Quality Plans and Dossiers

  • Audits

  • Source Inspection

• Supply Management

• • Supplier identification

  • Quality assessment and control

  • Costs

  • Supplier evaluation and approval

  • Supplier management

  • On-site development - Project Management

  • Metrics, schedule and reporting

  • Quality reports

  • Supplier Development/Process documentation and controls

• Methodology

• • ISO design and deployment in multi-national companies

  • Cost and OTD improvement by designing systems and workflow in ERP( SAP and Oracle) and Web based applications for

  • Non-Conformance Reporting( NCR)

  • Root Cause Corrective Action ( RCCA)

  • Cost of Non-Conformance ( CONC)

  • Supplier Deviation/Waiver reporting (SDAR)

  • Metrics /Dashboard

  • Supplier Self service

  • Supplier scorecards

  • Quality plans

  • Auditing

  • Document repositories

  • Warranty Process and control - Set up a work flow system with hierarchy approval and warranty broads across divisions for approval

  • Quality Dossiers - Organized achieved data for ready retrieval worldwide via ERP and web based implementation. Automation of Quality Dossiers.

• Some Projects

• AP Payments process improvement

  Problem: PO errors, lack of attention to maintenance Errors, receiving errors, invoice input time, vendor non-conformances to PO result in late or delayed payments. This creates a lot of inefficiencies and sometimes results in vendor placing us on credit hold. Current process prevents us from taking advantage of discounts.

  Improved process to take advantage of discounts and prevent credit hold/supply issues die to payment issues.

  Scope: AP, Purchasing, receiving ; Start - PO Issue; Stop - Invoice Paid Impact $300K to Ebitda.

  DSO - Aftermarket Parts

  Problem: Mean DSO for the last year is 61 days. Branches are not spending much effort in collections and there is variation between the branches on this effort.

  Reduced Domestic parts DSO to 47 days. Impact - $2M in working capital

  Scope: Accounts receivable ; Start - Invoice Aging ; Stop - Invoice cleared

  A/P -Eliminate Duplicate payments

  Eliminated duplicate payments will directly impact EBITDA. From July 1 2006-May 30 of 2007, Company XX had identified $280K of possible double payments. There is no way of knowing how much was missed and let slip through, Error rate is based on 150 errors/100,000 invoices processed/year.

  $80K in Ebitda credit.

  WIP- Inventory process improvement

  Studied reasons for WIP, established reports and visibility – Impact $3.6M in working capital

  Supplier Communications and quality improvement

  Established Supplier scorecard, Supplier quality plans, monthly performance with NCR and detailed supplier reviews. Benefits: Removed “ we did not know” from supplier vocabulary and improved accountability and Corrective action response. Improved overall Cost of Non Conformance.

  Scrap reduction

  Multiple scrap reduction efforts: Casting supplier, Machining operations, forging suppliers

  Impact - >$3-5M

  Pareto: Documentation/BOM errors, Engineering changes, Equipment maintenance, Operator error, etc. Most are solvable.

  Safety Stock – Inventory

  Established family, stock and non-stock criteria - Pushed to ERP. Planning and EOQ allowed for savings

  in purchased cost, inventory carry and more of the shelf sales.

  Multiple inventory projects across many product lines.

  Vendor Credit Recovery

  Problem: Cycle time for credit recovery has been excessive and has led to write-offs of credit receivables.

  Recovered unrecoverable monies - reduced cycle time to less than 60 days and monthly total of credit dollars outstanding to under $150,000.

  Scope: Take credits and CRP faster. Monitor and recover monies faster. Start - CRPs or CM’s received in A/P and booked as credits; Stop - Collection of credit

  Capital Expenditure:

  Problem: Loss of planning and visibility of requests and execution spending

  Implemented Workflow to route and eliminated paper processing. Review and approval moved to web based allowing for expedient approvals and timely start to projects.

  Divisions spent the $ budgeted and tracking metrics automated to tie to financials. Automated reminders on open projects.

  New Product Introduction

  Problem: Resource Limitations, costs and lack of communication Low cost quality outsourcing resources on-site and off-shore were developed. Off shore resources assist in design, modeling, and analysis of new compressor design. High Value engineers concentrated on core design. Team centers assisted with information transfer and communication within teams.

  Product to market when in 6-8 months - projects would have not got of the ground with current resources tied up with sustaining work.

  Document/information Management System:

  Organized achieved data for ready retrieval worldwide via ERP and web based implementation.

  NCR process and Credits

  Problem: Losing track of NCR parts, losing ability to recover from suppliers for rework, scrap, returns Set up process from receipt to AP credit with SAP QM system. Rework orders, RTV orders, pick and delivery with system to allow for tracking.

  Improved speed for vendor returns.

  Impact: Over $5M in recovery for returns and $2M in rework recovery

  Use KIT Inventory to reduce backlog

  Slow moving KIT inventory may contain parts that have active demand and could get consumed if the kits were broken down .Goal: Reduce KIT inventory.

  Identified KITS that could be broken down and parts that can be consumed based on current and historical demand. Impact $50K.

  Start - KITS in Inventory ; Stop - Identified Kits broken down for individual parts to be consumed to meet demand or backlog.

  Warranty Process

  Problem: No warranty process and too many individuals approving warranty /concessions.

  Set up a work flow system with hierarchy approval and warranty broads across divisions for approval.

  Impact : Warranty reduction by 25% and proper categorization of the event. Suppliers recovery for parts issues.

  5S/Lean/Visual Management

  Problem: Disorganized factories and lack of communication Designed and implemented Visual management and plant specific metrics, production boards, machine metrics, visual indicators for issues, 5S kaizen events with audit check lists, Kanban in/out, Maintenance boards ,etc.

  Impact : Increased visibility, cleanliness and organization, early bottle neck indicators, metric driven and improved FPY.

  Product cost reduction and value Engineering:

  Experience in addressing numerous new products with low margins (low/middle single digits) and improving to 35-40%. Challenge design; make vs. Buy, EOQ, new supplier development and approval, project management and communication.

  Contract Review process:

  Problem: Cycle time for RFQ/ contract review was long leading to dissatisfaction, loss of opportunity and Designed and established a web based workflow with stakeholders, pertinent review questions and feedback mechanism.

  Problem: Excessive amount of time taken to turn a requisition to a PO. Reduced time taken to PO placement by 40%, by using reports to aggregate demand, and setting short term contracts for common products.

  Problem: Excessive amount of time taken to process manufacturing shop orders.

  Reduced time by 50% by streamlining processes, and moving departments closer.

  Stage gate process implemented for project review with all constituents.

  Problem: Excessive amount of time taken for Changeovers of parts on machine tools. Reduced changeover time by 70% with efficient processes and dedicated tools etc. Savings -35K annually.

  Problem: Excess inventory, 2MM lbs in stock, weekly requirement was only 700K lbs.  Reduced Inventory using better freight scheduling, and a new technology called Log Shears, savings of about $140K annually.

  Problem: When shipping product, weights on labels did not match actual product weight. Implemented bar code system which increased shipping and billing accuracy, Savings -$98K annually.

  Problem: Paint wastage while changing colors on paint line. Reduced paint wastage and improved changeover efficiency by improved scheduling and new paint saving techniques. Savings - 135K annually.