ESPI's most recent clients and projects demonstrate our ability to deliver operational results across multiple industries and disciplines.

Alcoa Kama

• Developed a system to extract, store and distribute key process parameters.
• Improved productivity and reduced errors and associated customer complaints at all 5 facilities.
• Standardized the process parameters for order entry and packaging process.

B Braun Medical, Inc.

• Developed 5-year strategic operational plan.
• Instituted cellular/flow manufacturing.
• Established a finite scheduling program in injection molding.
• Instituted lean supply chain practices that reduced inventories.
• Educated and trained employees on lean manufacturing practices.

Binney and Smith

• Developed e-Learning system for key operation.
• Established foundation for operator training and certification.

C H Briggs

• Analyzed warehousing operations for quality and productivity improvements.
• Developed modular eLearning for the processes.

Cambridge-Lee Industries, Inc.

• Reduced estimated warehouse size by 25%.
• Better utilized current equipment, reducing need for new equipment.
• Saved $1 million annually on lease of outside facility.
• Saved $2 million in annual transportation costs between remote warehouse facility and manufacturing facility.
• Addressed management concerns for worker safety.

Campania International, Inc.

• Annual operational savings of $250,000.
• Productivity improvement of 20-30%.
• Return on project investment of 8:1.
• Ability to grow without increasing labor costs.

CyOptics

• Improved utilization of the chip fab tooling.
• Identification of proper manpower staffing in all chip fab areas.

Day-Timers

• Saved $100,000 in equipment costs.
• Established "customized printing" cells resulting in net savings of $2,000,000 in reduced inventories.
• Met throughput objective of 42,000 units per week.
• Reduced cycle time by 80%.
• Reduced obsolete and slow moving inventory.
• Established new operation and introduction of new products.
• Instituted continuous improvement activities.

Eastern Exterior Wall

• Developed plans to consolidate four plants into one new facility while establishing automation and productivity improvements.

Fragrance Manufacturing

• Selected and implemented a first time ERP system.
• Developed and implemented new plant layout thereby improving product flow and reducing material handling.
• Managed facility move.
• Improved line productivity by 25%.
• Established continuous improvement program.

Just Born Candy

• Developed and implemented new material handling system.
• Identified packaging downtime causes.
• Identified $2.5 million of potential manufacturing and packaging cost reductions.
• Provided capability to meet strategic growth objectives.

Magnatech

• Established product assembly flow for new facility layout reducing handling by $45,000 and improving capacity 25%.
• Developed a formal process for new product development, control and introduction.
• Determined new policy for EOQ reducing operational costs by 20%.

Morgan Advanced Ceramics (Diamonex)

• Identified, evaluated and selected a viable first-time ERP system.
• Identified and proposed a possible $453,000 of cost improvements.

Neapco

• Reduced lead time.
• Improved quality.
• Improved scheduling.
• Reduced overall production costs by 10%.

Precision Medical Products

• Streamlined material flow and optimized facility layout.
• Developed eLearning system for key operations thereby developing skilled labor to support a 200%-plus annual spike on a product line.

PSI

• Developed a tool to report production and downtime.
• Improved process efficiencies.

Quadrant Engineering Plastic Products

• Increased throughput enabling company to meet production targets.
• Improved yield by nearly 25%.
• Significant improvement in production efficiency helped to reduce operating costs.
• Improved ergonomic and safety procedures to improve safety and worker comfort.

T Networks (CyOptics)

• Selected and implemented ERP system.
• Implemented data mining system for process analysis and yield improvement.

Tobyhanna Army Depot

• Improved material storage and flow.
• Identified new system and equipment for material handling and processing that would generate annual savings of $118,000.

Transcontinental Direct

• Instituted productivity improvements using lean + six-sigma methodologies.
• Increased targeted productivity by 15% to 20%.
• Reduced targeted downtime by 12%.
• Established ergonomically improved workstations.
• Selected a first time ERP system.
• Improved operational documentation.
• Developed eLearning for processes.
• Established, documented and implemented business processes and standards, resulting in more sales, reduced operational errors, and improved training of new employees.
• Improved workflow share with major customer, which improved customer's internal workflow and hand-off on projects.
• Developed intranet based procedures/documentation.
• Developed total maintenance management system, including purchasing, inventory control and improved budget / expense forecasting.

Tyco Electronics

• Implemented flow manufacturing workcells for key product lines
• Established Kanban system.
• Developed and supported Kaizen teams.