Your Success Begins With Us

We Minimize Process Pain Points and Help You Maximize Results

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Inefficiencies within your company do not announce themselves. Poor processes and ineffective practices do not declare their intention to disrupt your business and cost you money, but it happens within most companies every day.

What We Do

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Inefficiencies are often invisible and intangible, which is what makes them so dangerous to your business. Slowdowns, customer complaints, delays, and errors impact your company’s reputation and ultimately its bottom line. In the case of products and services, these breakdowns cost you time, money, and sometimes client relationships. And in extreme cases, they impact life-and-death decisions.

 

The good news is that when you know where to look for problems, it becomes much easier to identify the slowdowns in your operation. When you recognize the warning signs and the symptoms of a broken process, you’re well on your way to fixing it. 

We teach lean and continuous improvement concepts based on waste mitigation and reducing the impact of process waste. We review the elements of a waste walk; as far as, what to look for, examples, potential causes, and potential opportunities for improvement. We also take it one step further  by giving you tips and tools to document and measure the findings in order to quantify not only the impact of the waste but to also  quantify and show the impact of the improvements once they are made. 

 

Our goal is to help you see the invisible and identify the hard-to-see problems that are undermining your efforts. Because as good as you are today, we can help you be better tomorrow.

How We Help You

Available for Download


Back to Basics: Lean Training for Project Managers

Lean is not just for manufacturing. Learn how to use lean tools and techniques to reduce costs, risk, and so much more on your projects. There is even a section for the AGILE community 

Available for Download


Back to Basics: Lean Book Camp for Manufacturing

This course is a deep dive into learning how to do a waste walk, how to identify and mitigate process waste, increase efficiency, and foster a culture of industrial safety, continuous improvement, and change.

In Person Training



Back to Basics:
Lean Boot Camp


This training will teach your team how to conduct a waste walk, increase process efficiency, reduce costs, reduce or eliminate process waste, quantify results, and so much more. You will also be given access to the ask a black belt community for one year.    

Professional Development

Ask A Black Belt


Not every company has a continuous improvement department, a lean six sigma team, or resources for help with continuous improvement. AIM and the Member's forum is here to help fill in the gap. We have a space where you can ask those burning questions. 
 

Available for Download


Bingo!



Are you wanting to generate ideas to help increase your safety numbers, general improvement ideas, or reduce process waste in your facility? I have one word for you - Bingo!

 

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Mission

We minimize process pain points and help you maximize results by teaching you tools to conduct business more efficiently.

Vision

Our vision is to help companies maximize efficiency, achieve operational excellence, and sustain results. 

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What Our Clients Say

“Tawana is an expert in the area of lean six sigma methodologies. With her leadership and mentoring, we achieved the project under a given timeline with impressive results around eliminating waste and cost savings and providing recommendations for continuous measures and improvements.”

 

                Faiyaz, Software Engineering Manager

“My coach took time to make sure that I fully grasped concepts and did an incredible job at providing real-life examples when I didn't quite understand a concept. My project's annualized cost savings was $195,326 (1,250 hours), and this led to a chain of process improvements that this project uncovered.”

 

                                         Kelly, Product Marketing

“AIM was instrumental in helping me understand each step of the Lean Six Sigma process and how it applied to my everyday processes at work. It will be with me throughout my professional career.” 

 

                                           Katrice, Product Owner

“AIM provided critical insights into process analysis, data gathering and analysis, and project management. Most importantly, my coach helped me balance expectations – my own and those of the stakeholders – with a steady, thorough progression through the DMAIC process.”

 

                                             Micah, Senior Liaison

“Tawana is an amazing instructor. I always learn something new from her that I can immediately apply in my current position.” 

 

   Satya, Personalization and Customer Experience

“My coach provided the needed guidance and recommendations in order to meet the deliverables. Her skills, knowledge of quality tools, and methodologies have provided favorable results.” 

 

                                    AC, Senior Analyst - SSBB

“AIM ensured I understood the DMAIC process and truly taught me how to capture and measure data to make sound decisions. When I was stuck, my coach helped me understand by giving concrete examples.”

 

                                            Holly, Project Manager

No matter whether your outcomes are physical or transactional, we can improve your company’s performance by identifying the places where it isn’t functioning at its best, and then help your team to develop better processes. Working together, we’ll help your team catch problems faster, educate your workforce, and sustain your improvements.
Our process is systematic, repeatable, and proven.

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Our goal is to help you see the invisible and identify the hard-to-see problems that are undermining your efforts. Because as good as you are today, we can help you be better tomor.

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Project Success

Changeover Curtail

Reduced Change over time from 10 minutes to 37 seconds. The operator was working on an automated process. The company had set a goal of 5  minutes per change over. After a few time studies and working with the operator we were able to get the change over time down to 37 seconds.

Raw Material Loss

We noticed raw materials being thrown away several times per day. I had a brief conversation with the operator about how much product we were losing. 

1.The product could be placed back into the hopper

2.The operator showed initiative by talking to someone on the maintenance team about fixing the problem.

3.The problem was fixed completely. No more leaks on that point of the machine.

4.The outcome, $13,000 in raw material times two locations, times 4 machines. $104,000

 

Boost in Production

The customer's kitting process was operating at an average of 29 orders per person per shift. We conducted time studies, developed a training program, and implemented a small change to the order sheet. We set the goal at 57 orders per shift. There was some initial concern on the part of the operators however, they were able to reach 65 orders per shift in only 3 short weeks.

No More Lost Test Time

The customer was unable to provide service in a timely manner which cost them $25,000 each time the problem occurred. After conducting some research, working with the project team, and implementing a simple $100 solution - the problem was eliminated. This produced a $4.8Million dollar cost avoidance.

         

"Two" Many Shifts

Reduced two shifts down to one shift. We decided to combine shifts after conducting  a line balance, reviewing production data, and reviewing customer requirements.  The outcome was a reduction of hourly employees from 51 to 24 while meeting customer demand and quality standards. This saved $372k in addition to a cost avoidance of $500,000 in overtime

Scrap Reduction

Reduced scrap by 60% by setting up a single training that included working with the quality department to set a standard, use sample products as examples, and the use of visual aids.

Reduced Process Steps

We simplified an order prep process from 9 steps to 5, and implemented the new process. This took the process from 15 minutes per order down to 6 minutes per order

 

Training to Circumvent High Turnover 

Training in this particular department took at least 4 weeks. We developed a training program in order to speed up the training process due to high turnover in the department. The program included the process goal, daily goals and expectations,  a means to track progression, and supervisor feedback. The client wanted to supervise the trainee and the training process for two weeks; however the employee was fully trained and able to surpass the preset trainee goals in a matter of four days.

Decreased Start Up Time

The machine operators would come in to start their shift at 7am. They would start running product between 7:30am and 7:45am. We conducted time studies, addressed a few issues that were happening on third shift, and implemented new guidelines. The were able to take the operator start up time from 34 minutes to 7 minutes Increasing production time by 30 minutes per shift which meant producing 300 more products per shift

 

Lead Time Reduction

At the beginning of the production day, the orders were slow to get to the machines. We reduced lead time and went from having 40 late orders each morning orders down to 5 by investigating and coordinating activities between the office and the production floor

 

Increased Operator Efficiency

The employees in this particular area were literally walking through forklift traffic in order to get supplies. Their supplies were spread out in their area as well as on the production floor. We developed a new work station that housed much needed supplies as well as increased order producing efficiency.  Increased production time by 40 minutes per person by developing a work station to house supplies/equipment

Raw Material Loss

The customer had an open box that stored material. Employees would use a pail and a small shovel to retrieve the material. Unfortunately, a lot of the material ended up on the floor. Once the material went on the floor, it could no longer be used. By working with staff we redesigned and built a hopper.  The new hopper had a lever that opened and closed as needed, as well as a place to hang the pail. This saved $360,000 in raw material.

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