Tuar-Grimbac, Inc
Printing, design, and mailing services – Flint, Michigan

After initial discussions with GDC’s program manager Curtis Walker, it was decided that Tuar-Grimbac would undertake several improvement efforts by implementing an overall process improvement strategy.

The first phase of the project was to work on plant layout and business process redesign. To accomplish this, MIC & GDC teamed with GMI Engineering & Management Institute staff, roll up their sleeves, and began to work. First, teams addressed issues impacting square footage utilization and the invoicing process. Tuar employees were introduced to the benefits of process analysis, waste elimination and other lean manufacturing applications.

Recommendations were developed which allowed Tuar to minimize their square footage requirements and standardize their invoicing process. Streamlining their invoicing process has resulted in timesaving estimated to save Tuar $70,000 annually. Additionally, they were able to trim their additional square footage requirements by 15% resulting in an estimated $28,000 annual savings.

In phase two of the project, Tuar joined an ISO/QS-9000 Users Group where their training and implementation assistance focused on the documentation of key business and production processes.

Documentation acquired for the ISO/QS-9000 process led Tuar to the decision to undertake an enterprise-wide process improvement effort, again with the assistance of the GDC and the GMI-EMI team. This portion of the progress focused on the development of a value stream map of Tuar’s business processes. The activity addressed the need to standardize all internal work activities relating to key business processes such as order specification and quotation, production planning and scheduling, performance measurement and control, invoicing and billing, and delivery. The project took a cross-department view of the key business processes and involved Tuar staff in the redesign of their respective work activities. The staff involvement led to internal ownership of the project results, as well as internal capability for future process improvement efforts.

“GDC really helped us to standardize our work practices and remove variation. Improvements in just one process provided a 7 to 1 return on our project investment. We’re now capable of continuing high-return process improvement efforts on our own. Enhanced knowledge of our key business processes has also make ISO 9001 and MRP implementation much easier.”
Doug Bacon, President – Tuar-Grimbac, Inc.

Summary of Results

• Tuar substantially streamlined its invoicing process. The time savings has resulted in a $70,000 annual savings.
• An annual savings of $28,000 due to plant reorganization that eliminated the need for additional space.
• Tuar developed a new department to handle master scheduling and order control. Process improvements and inventory savings are expected to result from this activity.
• Mapping key business processes was most beneficial to Tuar-Grimbac, as they needed to clarify departmental roles. They have begun reducing duplication of effort and establishing clear lines of responsibility.