(79)*  $2 Million+ Savings in 60 Days on Product Damage in Shipping

• Secured Regular Orders from Major Customers, Resulting in Regular Manufacturing Schedule In Just a Few Months

• Major Reduction in Product Damage During Shipping

• 20% Reduction in Cost of Order Processing in Just a Few Months

• Expanded program with similar results to dozens of additional customers and additional divisions

Category:  Near-HBC, (RHSA)

Details:  http://www.tomingraminc.com/HBCMfrsIncreaseSalesReduceCosts.htm#(79)

(75)*  $300 Million Cost Savings Year 1

• Another $300 Million Savings in Year 2

• 25% improvement in production line up-time in just a few weeks. 

• Lead to 10 Years of Effective Acquisitions and Improved Profits

• Dramatic Reduction In Capital Spending

• 67% output increase from a non-competitive plant in 2003.  On target for additional 60 percent improvement in 2004. 

• 20% production improvement in certain plants instead of 2 to 4% improvements, which were best ever achieved previously

• 40% Sustained Improvement In 10+ Plants

• Attitude on capital spending has changed. When improvement is needed,instead of thinking about new capital investment, company gets better results from the  existing investment through 100 day improvement projects

• Sustained improvement from 55% plant utilization to 70%. Lower results no longer tolerated

Category:  HBC, Specialty Paper  (RHSA)

Details:  http://www.tomingraminc.com/HBCMfrsIncreaseSalesReduceCosts.htm#(75)

(78)*  Supplier Helps Colgate Become #1 in Toothpaste Market Share

• Manufacturing Capacity Doubled in Four Months

• $2 Million Cost Savings in Shipping, Delivery Time Reduced

Category:  HBC  (RHSA)

Details:  http://www.tomingraminc.com/HBCMfrsIncreaseSalesReduceCosts.htm#(78)

(81)*  Improved Plant Output 17% in 6 Weeks

• Improved On-Time Shipping from 80% to 95%, Sustained Improvement

• Avoided $2 Million Capital Expenditure

• Avoided $2 million capital expenditure on new system

Category:  Near-HBC  (RHSA)

Details:  http://www.tomingraminc.com/HBCMfrsIncreaseSalesReduceCosts.htm#(81)

(73)*  IT Business Projects Now Pay For Themselves In One Year

• FDA Submission Time Reduced by 6 Months+

• Submission Backlog Reduced from 80,000 Pages to 10,000 Pages and Sustained, Despite Doubling of Work Load

• All Accomplished in a Few Months in U.S.

• Results duplicated in U.K.

• Improved quality of data submissions and reduced time needed to scrub and recheck data

• Submission forms backlog reduced from 80,000 pages to 10,000 pages in three months

• Submission form backlog maintained at 10,000 pages despite doubling of work load

Category:  HBC  (RHSA)

Details:  http://www.tomingraminc.com/HBCMfrsIncreaseSalesReduceCosts.htm#(73)

(76)*  $400 Million Profit Improvement Through Series of 100 Day Projects

• Effective Merger Under Difficult Circumstances

• 10% Sales Gain With Top 30 Customers in a Few Months

• $400 million in incremental profits (On track to actually achieve as of this writing)

• Reduced machine downtime for maintenance from two weeks to one week

• $285,000 in annual savings within 100 days through consolidated purchasing and contract renegotiation

• Consolidated two data centers into one within four months.

• Completed full merger integration planning within 12 weeks. Enabling implementation to start immediately after close of the merger

Category:  HBC, Specialty Paper  (RHSA)

Details:  http://www.tomingraminc.com/HBCMfrsIncreaseSalesReduceCosts.htm#(76)

(77)*  Reduced Quality Assurance Audit Time by over 30% within 100 days. 

• Duplicated Common System in Three Major Acquisitions

• In the following two years, successfully integrated the clinical quality assurance functions of three additional major acquisitions.

Category:  HBC  (RHSA)

Details:  http://www.tomingraminc.com/HBCMfrsIncreaseSalesReduceCosts.htm#(77)

(3)*  CASE STUDY: Freed Up 63,000 Sales and Support Hours Per Year, Cost Reduction, Solid Processes and Execution: 

• Associate led effort for one of the three largest merchandising organizations in the U.S. 

• Resulted in $2.5 million per year in labor savings, a nation-wide set of standard processes and removal of 250,000 potential errors per year. 

Category:  Headquarter Call, Merchandising Process Improvement  (TI)

Details. No31cSalesProcessImprovementSuccessStoryShortV2.pdf 

 Additional Operations Improvement Successes