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Create a culture of positive change.
The primary objective of a Lean Program is to reduce time-to-cash by focusing on waste elimination throughout the business and shop floor. When properly executed, a Lean Program will effectively transform your business and increase profitability by reducing waste, conflict, and increasing customer value. More importantly, when properly executed your Lean Program will have a major positive impact on the behavior of your employees and your company’s overall culture.
icon Take a “Systems” Approach

Take a “Systems” Approach

This breaks the silos and focuses the management effort on global rather than local efficiencies. These solutions address the “system” needs and not just a small piece of the system.
icon Smart Manufacturing Eliminates Waste

Smart Manufacturing Eliminates Waste

Smart manufacturing entails connecting information technology and operational technology across their total value chain, both inside and outside the company, to eliminate any costly and wasteful programs.
icon Align, Measure, & Execute

Align, Measure, & Execute

All Kaizen and continuous improvement initiatives must be aligned with strategy and objectives, before a baseline measure is taken. From there, progress is measured to continuously monitor performance.
<span>Maintaining the status quo</span> is no longer an option.

Maintaining the status quo is no longer an option.

The risk of changing the status quo seems far too great for many companies. Many managers and executives don’t want to put the “power to improve” in the hands of employees. Maintaining the status quo and failing to involve employees in improvement activities, however, will eventually impact the company’s ability to scale operations and sustain profitable performance.

<span>Culture </span>does not change simply because we want it to.

Culture does not change simply because we want it to.

Creating and unlocking value in an organization starts with knowing where opportunities for improvement lie and how they will influence the organizations overall business performance. From the very beginning, your program must place improvement emphasis on getting a continuous stream of front-line ideas rather than management-driven bursts of improvement. These types of programs emphasize daily improvement through large numbers of small front-line improvement ideas.

Our programs include:

  • Lean Management Training
  • Lean Start-Up Program Facilitation
  • Understanding Kaizen – Training
  • Shop Floor & Business Process Kaizen Facilitation
  • TPM & Set-up Reduction – Training & Facilitation
  • Implementing Kanban Systems – Training & Facilitation
  • Lean Program Assessment
Lean, ERP, & Smart Manufacturing are <span>stronger together.</span>

Lean, ERP, & Smart Manufacturing are stronger together.

Knowledgeable and experienced continuous improvement specialists working with clients who are serious about improving business performance can point to actual results as proof that a Lean Program can transform your company. Our clients are reporting benefitting from many improvements as a result of our Lean, ERP, and Smart Manufacturing program support.

Reap the benefits of lean enterprise.
icon Front Office Productivity Gains

Front Office Productivity Gains

Employees are more productive and happier when redundancy and waste are eliminated from their day-to-day activities. Front office productivity gains of 30% - 60% are common.
icon Shop Floor Productivity Gains

Shop Floor Productivity Gains

Shop Floor Productivity Gains of 25% - 55% and shop floor space reductions of 20% - 45% are frequently realized. This allows companies to produce more in the same square footage with the same number of resources.
icon Inventory & WIP Reductions

Inventory & WIP Reductions

Inventory reductions of 30% - 60% and WIP reductions of 40% - 70% lead to increased cash flow and free up funds to reinvest in more improvement activities.
icon Lead Time Reductions & On-Time Delivery Gains

Lead Time Reductions & On-Time Delivery Gains

Lead time reductions of 20% - 60% and on-time delivery gains of 20% - 45% reduce the order to cash time duration and increase customer satisfaction.
icon Cost of Quality Reductions

Cost of Quality Reductions

Cost of quality reductions of 20% - 60% go directly to the bottom line and increase profitability.
Customer Stories
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The Synergy Group worked with Innovant employees to improve our business processes and make visible the critical information needed to support data driven decisions. They also helped us to redeploy and integrate our ERP, Design/Rendering, CRM, and CAD systems in a more effective manner. And today, for the first time ever, we can leverage these systems to monitor key performance indicators, measure progress, report financials and accurately see detailed costs, which will help Innovant drive more improvement activities well into the future.

Garret Pluck, CEO, Innovant
Innovant
View Case Study
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In less than one quarter, the Synergy team has brought immediate, noticeable improvement to our culture and we are seeing improvements in all areas. The Synergy team is a very focused, active and hands-on team. They roll up their sleeves and work with all levels of the organization with an obvious emphasis on teaching, not telling, our team about best practices, Lean methodologies and how best to optimize our ERP system. The Synergy team has been flexible when needed which is extremely important in our business. And they have proven to be sensitive, yet solid when it comes to change and change management.

Linwood Parker, Founder
Parker Boats
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Synergy educated our company in the value of Lean and the proper execution of Kaizen and ERP optimization. As they facilitated each event, they were teaching our team how to sustain improvements and how to continue the program for years to come. Synergy made it clear, they were here to educate, not to direct and that if we were to be successful going forward, we would need to become the experts and take full ownership of the program.

Richard Meisenheimer, President & Second Generation Owner
Spectrum Associates
View Case Study
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3form chose Synergy and ERP because it not only met all lean manufacturing requirements, but would grow and evolve with us. One of our own customers already used the product and gave it a ringing endorsement.

Jon ShurtlIff, IT Director
3form, INC
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It was incredible to think that we were booked solid for 16 weeks and we couldn’t expand without adding people and machinery. A month after installation, we were running a four week lead time, capacity doubled, and WIP was cut in half. It also is saving us $100K/year in overtime.

Val Zanchuk, President
Graphicast
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Achieving the ability to grow within the same space and reduce both cycle times and delivery lead times were some of Hamilton Associates strategic objectives. With the guidance of the Synergy’s Lean team, we accomplished the following through Kaizen:

- Freed up 45% of our occupied space from 1724 sq ft being utilized to to 942 sq. ft.
- Quoted Service Lead-Time reduced from 10 days to 2 days (or less)!
- Cycle Time reduction from 143.5 minutes to 78 minutes a 45% reduction.

Douglas Hamilton, III, CEO
Hamilton Associaties, Inc.