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SAWMILL
| BEFORE |
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| An international forest products company had invested $110 million to build a new supermill with a projected production capacity of 2.5 million board feet of lumber (fbm) per day. A year after startup, production was only 1.5 million fbm, or 60 percent of design capacity. Unresolved startup issues and lack of focus on priorities stalled progress. The workforce was frustrated with the machinery, the maintenance department, management and each other. The target seemed unattainable. |
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| AFTER |
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| Six months after Westwind began implementing the performance improvement program, the sawmill was transformed into the company’s top performer. In fact, it surpassed the target with an output capacity of 2.6 million fbm, or 104 percent of design capacity, and it did so six months sooner than projected. The goal was to get to 2.2 million fbm in one year and the mill achieved that number in 6 months. A year after Westwind finished its engagement, the mill results continue to trend higher. Estimated annualized savings: $20 million. |
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| Results in Various Industries |
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