the Lamarjean Group, Inc.
Phone: (858) 206-0611 Toll
Free (888) 890-5857
Operations Management and Industrial Engineering Consultancy
specializing in Operations Excellence
LGI power consultants un-lock the value in companies. Business owners know their company could run smoother and be more profitable if they could fix existing problems and / or exploit opportunities. However, they are typically too busy or don't have enough time or access to employed talent to identify all the problems or to analyze the root causes of cost drivers.
Initially our professional team will begin with a complementary company wide vitality evaluation and, using our toolbox of cost reduction assets, we can provide a comprehensive roadmap of steps and actions to improve and grow the business. Using proven Lean Six-Sigma techniques and processes we lead the organization to achieve optimum performance.
Lean
Manufacturing
Six-Sigma Processes
SPC Process Controls
ISO Preparation Services 
How
to Contact Us
Lean
Manufacturing
The Fast eat the Slow!! LGI professionals are ready to help you double your speed, productivity and Profitability!!
Typical results we guide you to achieve from lean:
• 90% reduction in lead times
• 90% reduction in all inventories
• 100% increase in productivity
• 50% reduction in errors
• Fewer injuries
Core ideas we Lead your Team with in Program Implementation
1. Determine and create value in all processes.
2. Use "pull" systems instead of "push" systems to avoid overproduction.
3. One piece flow focus - Make the work "flow," one piece at a time; minimize interruptions.
4. Eliminate the seven speed bumps using the five S's.
5. Use the "five whys?" of root cause problem solving to eliminate defects. Lean thinking will invariably free up cash, people, and space.
Demand immediate results
Pick a pilot area that's open to change and jump right in. Line up the machines and work steps. Eliminate delays. Slash the inventories. Dramatic reductions in lead times, inventories, space, and defects should be possible in six to twelve months.
Set big, hairy audacious goals (BHAG)
• 50% reduction in defects every year
• 100% on-time delivery
• Reduce total cycle time by up to 50%; reduce order-to-ship time to less than a day
• Increase Inventory turns per year
• Reduce time-to-market by 75%
• Reduce costs (hours/widget)
5 Easy Steps to Get Started Immediately
• Reorganize your company by product and value stream. Topple the silos and implement flow for your products.
• Move machines and people into product cells.
• Help your suppliers implement "lean."
• Improve each value stream, again and again multiple times.
• Right-size your machines and tools.
Our fees are directly tied to a sharing of your performance improvements achieved, not our time spent but your actual cost savings.
CLICK on the link below to get into the details of how LGI will structure your journey to excellence:
Give us a call today or send an e-mail below to begin your journey to competitive
excellence tomorrow!
Six-Sigma
Processes There are three key processes in Six Sigma for manufacturing: Focus, Improve, & Sustain (a.k.a. DMAIC)
and one for Design: DFSS. Your professionals at LGI will guide your team through active pursuit and attainment of these goals.
Laser Focus (Define and Measure)
Purpose: To focus the effort in ways that achieve breakthrough improvements in speed, quality, and cost. Develop a "Balanced Scorecard" and a
"Master Improvement Story" that links and aligns multiple teams and improvement efforts to achieve quantum leaps in performance improvement.
Improve Speed & Quality (Analyze & Improve)
Purpose: To improve customer satisfaction by identifying and eliminating the root causes of problems involving time, defects, or cost. This
process uses data to analyze problems and eliminate their root causes. With laser-focus you can fix the 4% of your business that generates
over 50% of the waste and rework.
Sustain the Improvement (Control)
Purpose: To define and stabilize any process. Also known as SPC-statistical process control, this process uses data to evaluate the ability of
any business process to predictably and consistently meet the customer's requirements. It serves as a basis to systematically improve any process
and maintain the gains from your improvements.
Design for Six Sigma (DFSS)
Purpose: To design products and services so that they can be delivered, from the start, with Six Sigma quality.
Our fees are directly tied to a sharing of your performance improvements achieved, not our time spent but your actual cost savings.
Tools that LGI Teach and Implement with your Teams:
The LGI TOOLSET
Give us a call or send an e-mail below to begin your
journey to competitive excellence tomorrow!
SPC
Process Control Analyze
Stability Processes that are
"out of control" need to be stabilized before they can be improved using the
problem-solving process. Special causes require immediate cause-effect analysis
to eliminate variation. The XBAR diagram will help you evaluate stability in any control
chart. Unstable conditions can be any combination of points above or below
various control lines specified. Various trends are also considered unstable conditions. Any of
these conditions suggests that an unstable condition may exist. Consider
investigating the special cause of variation. Use the Ishikawa diagram to analyze potential root
causes. Once you've eliminated the special causes, you can turn your attention
to using the problem solving process to reduce the common causes of variation.
Analyze Capability
When Cp, the process capability index, and Cpk, the centering index, are over 1.0, the process is capable, but most manufacturers require Cp>1.33.
Use the problem solving process to identify and prevent the root causes of waste (usually below the lower specification limit) and rework (usually above the upper specification limit). The goal, is to reduce variation so that all of your points fit within the specification limits, clustered around a target.
Sustain the Improvement
Purpose:
Stabilize and Sustain the ImprovementKey Tools
Flowchart: Show the flow of work through a process including all activities, decisions, and measurement points,
Control Chart: Help analyze, sustain, and monitor the current levels of process stability and to identify key issues for problem solving or root cause analysis.
Histogram: Determine the capability (i.e., the level of performance the customers can consistently expect) of the process and the distribution of measurable data.
Sustain The Improvement (Controls)
FISH Step Activity
Focus 1 Refine the process
Define 2 Identify the critical to quality Measure indicators (CTQs)
Improve 3 Implement the critical to quality indicators
Analyze
Improve
Sustain 4 Check the process for stability and capability
Control
Honor 5 Review, recognize, and refocus
Give
us a call today or send an e-mail below to
begin your journey to competitive excellence tomorrow!
The LGI Professionals have successfully prepared clients to undergo ISO certification for over 10 years. We have experience assisting the firm with no formal documentation of processes in existence and with limited previous knowledge in-house all the way up to the fully documented DOD supplier system that needed to be modified to align with ISO.
Our team leaders are hands-on consultants who lead where possible and do when necessary to get the client in proper position to be successful in ISO certifications!
Give
us a call today or send an e-mail below to
begin your journey to competitive excellence tomorrow!
How
to Contact Us
Lamarjean Group, Inc. (LGI) is a California based corporation
LGI
is a member of the Better Business Bureau and the Chamber of Commerce.
Whether
you are an entrepreneurial start-up or up to a $500 million company, let the Lamarjean
Group help you regain or significantly improve your bottom line.
Give us a call
today or send an e-mail below to begin your
journey to competitive excellence tomorrow!
(888) 890-5857 Phone
 |
Click Here to send LGI an E-Mail Message
The principles at LGI represent more than 90 combined years of line experience in industry implementing supply chain management, process improvement and profit enhancement techniques. In addition to this hands-on experience, most hold advanced degrees. They have developed skills in facilitating as well as in coaching thus allowing them to pass these skills along to client employees in their specific areas of expertise.
Jake Jacobs, the Chief Executive Officer and
President of LGI, has extensive experience in business, technology, and manufacturing
operations, specializing in process improvement, demand flow implementation, supply
chain management, strategic planning and business process cycle time improvement.
Jake is an expert with a proven corporate track record of understanding the
client company's unique needs and implementing practical solutions. Since the early
1980's, he has acted as a change agent specializing in the functional improvement
of manufacturing operations and business processes crucial to each company. He has
perfected these skills in senior level operations and executive management positions
at ITT, Honeywell, Teledyne, Cubic Defense and AVX Kyocera. Executive level job assignments have
ranged from Director of Quality to Vice-President and General Manager.
In
1976, Jake earned his BS degree in engineering at The United States Military Academy
at West Point. In 1989, he earned his MBA from Florida Institute of Technology in
Melbourne, Florida.
Jerry Anderson, VP of Programs and Process
Improvement at LGI, is a hands-on, self starting professional, with excellent strengths
and successes in start-up and turn-around situations particularly those involving
functional organization development and performance. His excellent people skills
have been a significant asset in his performance at the executive levels within major
companies such as ITT, Honeywell and Contraves as well as at
smaller start-up medical electronic firms such as SleepNet and Human Factors
Corporation.
Jerry is an expert in understanding the client's unique
requirements and in guiding the development of practical solutions meeting those
needs in an efficient, cost effective manner. Since the late 1970's, Jerry has focused
on becoming a corporate change agent well versed in the principles of TQM, CPI, DFT
and in process cycle time reduction techniques. As a senior executive, he has implemented
successful process improvement programs at each of his job assignments.
From
his years of experience in both the DOD contractor and commercial manufacturing sectors,
Jerry has developed a keen sense of what people can accomplish when the proper conditions
exist. He knows how to help create an environment favorable to those conditions.
He believes "most people are capable and willing to contribute so much more
to the company's success, and if companies are to survive in today's competitive
marketplace, they must adapt and unleash people's potential".
Jerry
earned his BS degree in Math at the University of Tampa in Tampa, Florida.