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CASE STUDY | Pg.3
THE OPPORTUNITIES AT HAND (Cont.)
• Emergency runs, inventory management, and obsolescence
The customer was concerned that their inventory management system could be
having a direct impact on the number of rush orders that had to be done, which was
also generating a healthy amount of obsolescence.
- With poor visibility to inventory on hand, their team had minimal insight
as to what was coming down the pipeline, and rush orders meant rush
fees and that added stress to the environment. Partial rolls sat on top
of machinery, forklifts, and cabinets, and they were often thrown away,
adding up to an estimated $40K a year in waste alone.
BUILDING A SOLUTION
With agreed upon direction, Imperial further engaged with cross-functional sets of their teams to
begin constructing our target condition. Our engagement and inclusion of their teams allowed for
greater clarity as well as buy-in and adoption of any process or product changes that resulted in
new solutions.
Through our MTP process, we garnered a firm understanding of products, process, available
reporting tools, information flow, and more. This information is critical when guiding teams on the
development of improved processes.
We designed a relatively significant program change, a transition of their barcoded label
production to be primarily done internally. This included a few key facets:
• We worked with the customer to develop strategies to leverage their production
forecasting report to identify label requirements in advance.
• We set their engineering department up with the following:
Label design and production software and the required training
Label printer
