A medium-size private company with 35 employees, $6M turnover involved in the design, fabrication, and assembly of commercial custom truck decks and trailers (60 units per annum flat-decks, curtain-siders, car transporters, bottom discharge coal/bulk carriers). The firm also ran a repair shop for clients. With increasing specialisation, and interaction between the repair shop and the fabrication shop, lead times had grown to unacceptable lengths. A colleague and I began to take management through the steps necessary to install Critical Chain project management with the intent of reducing lead time by at least 25%. The firm had however developed a considerable trade debt and was placed into voluntary receivership. Our involvement ceased at that point.
This is a project made by Dr. Kelvyn himself
