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The shutdown would cause 175 employees to loose their jobs not to mention the potential loss in the original investment.
I pitched a plan to executives to bridge the financial gap by making modifications to the original operational plan and design which was previously done outside the organization.
Summary
Summary
As the company through the ramp up phase of a new onboarding opportunity involved in test and refurbish of STBs for one of the major TV service providers, the business unit faced a major challenge that was threatening the existence of the operations. There was a fundamental gap between the actual P&L and the projected P&L that was not related to ramp inefficiency and from financial standpoint, it was significant and in hundreds of thousands of dollars per month.
When I got involved in this project, the company was actively considering the operation shutdown and termination of the contract.
Approach
Approach
Major components of the plan:
Changing the process sequence and station designs
Rebalancing the operation
Fundamentally changing the overall flow and layout
I led this plan throughout the planning and execution phases and in a high stress condition.
Results
Results
The successful implementation of the plan prevented the operation from closure.
It closed a financial gap in of millions of dollars per year by fundamental changes to the process and flow
It saved approximately 175 jobs and turned into a growth platform for a healthy operation for almost a decade.
It enabled future business growth opportunities
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