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sparks flying from a machine cutting metal
American AVK Company

Manufacture Nevada brought in a leadership development coach to implement a six-month program for the AVK Production Supervisor team. The coach held individual and small group coaching conversations on the shop floor during production operations, allowing supervisors to remain “on the job.” Manufacture Nevada engaged upper management in the development of the participants and used real-time company situations as training opportunities. Participants met with the coach in bimonthly sessions to learn and implement key leadership principles.

sparks flying from a machine cutting metal
MicroMetl

Manufacture Nevada helped MicroMetl cellularize the manufacturing process into a lean manufacturing model. The heating and air conditioning part that used to travel 1.5 miles during assembly was soon assembled within an area of 100 feet. The improved efficiency and communication allowed MicroMetl to reduce indirect labor costs by 21 percent, reduce prices and increase market share. Manufacture Nevada also helped MicroMetl secure state grant funding to pay for training and consultation programs to implement lean manufacturing processes.

an empty factory floor
Sable Systems International

Sable Systems International is a four-time attendee of Manufacture Nevada’s ExporTech program and uses the process to develop a new market every year. Export experts train new employees in the complexities of paperwork, their experienced export coach provides support and the paid UNLV intern’s market research is up-to-the-minute accurate.

Worker machining a part
Bureau Veritas Minerals

Manufacture Nevada worked with Bureau Veritas Minerals (BVM) to determine the appropriate approach and resources for 5S implementation. A GAP analysis was performed to determine the scope of the project, after which, Manufacture Nevada presented multiple resources that could assist BVM. Bureau Veritas Minerals chose Creating Effective Organizations, Inc. (CEO) to be part of their team. CEO facilitated 5S workshops for all employees, participated in weekly GEMBA walks and led impact and opportunity review sessions. Cross functional teams received classroom training followed by practical application of each 5S principle. This approach allowed Bureau Veritas Minerals to interact with a hands-on mentor to guide them through the culture change and successful implementation of a 5S system with the ultimate goal of reducing turn-around time and improving process efficiency while maintaining quality.

manufacturing plant
Kennametal

The goal of this project was to reduce operational downtime related to processing pumps. This involved creating a game plan based on the principles of lean. Another finding, as this process evolved, was the need for mandatory log out tag out sheets and checklists to quickly identify the causes of the pump failures. Furthermore, we determined the need to perform root cause analysis on each pump failure and target preventative maintenance accordingly.