Case Studies

Case Studies

Through years of hands on experience, Vative has a proud track record of consistently delivering 300-1000 per cent return on investment (ROI) for projects and programs.

Both large and small companies are saving millions of dollars by implementing Continuous Improvement strategies through Vative. Here are some examples of how we have helped our clients to bring about tangible results across a range of industry sectors.

New Touch Technologies Cutting

New Touch Technologies Cutting was achieving increased sales and rapid growth but realised that waste and overtime were also growing and negatively impacting their efficiency as a business. The company was considering the purchase of additional machines but turned to Vative to see if Lean manufacturing could increase capacity on its existing production line.

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Sayfa Systems

Sayfa was relocating to a new warehouse in Boronia, Victoria, and retained Vative to guide the company in developing a new layout and processes to reduce waste and optimise safety, cost, quality and product delivery.

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Mackay Multilink

While Mackay Multilink is a market leader, it wanted to improve its competitive advantage by reducing material and labour costs and enhancing product quality. The company recruited Vative to guide its move from batch-oriented production to a Lean production system. The main focus was to improve productivity output by eliminating waste and enhancing the existing value stream.

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Central Steel Build

Central Steel build wanted to improve its market share for the fabrication (design and construction) of industrial and rural building projects. However, they were suffering from inefficiencies with profitability being sacrificed due to several waste factors.

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Black Duck

Demand was growing rapidly for Black Duck products, and this Perth based company realised it needed an additional factory to increase production capacity. Black Duck wanted to establish best practice production and operational processes in its new greenfield site in Wangaratta, Victoria. They partnered with Vative to receive expert guidance in Lean methodology and tools.

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Spotlight Group Holdings

The Spotlight Group’s aim was to minimise waste and improve systems and processes by changing its approach to logistical operations at the Spotlight and Anaconda warehouses.

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Kmart

Kmart wanted to achieve system and operational improvements in its national network, and turned to Vative to advise on reducing internal waste, improving utilisation of resources and enhancing key metrics around quality, cost and delivery.

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La Trobe University

Improving the way La Trobe University does business has been a major focus over the past few years. Peter Holland, Director of Business Engagement in the Information, Communications and Technology (ICT) Department, was recruited to drive and support the change management process. Following a review of several consultants, Vative was recruited to assist the ICT, Human Resources and Finance departments improve their business processes through Lean methodology and tools.

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Superpartners

Many of Superpartners’ administrative processes had evolved over 20 years to accommodate for rapid change in the legislative and client strategic landscape. The company needed a thorough examination of where it could reduce waste across the business.

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Sunraysia Solar Alliance & Abigroup

The Sunraysia Solar Alliance was responsible for the design, construction and commissioning of a 2MW solar plant in Mildura, Victoria. The project management team knew that only genuine innovation could deliver such a complex, multidiscipline project and contracted Vative to provide Lean construction advice and technical support.

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PL Plumbing

PL Plumbing needed to improve efficiency, including a much greater use of technology. Time was being wasted in processes including quoting, job scheduling and invoicing, while factory organisation, stock control and equipment maintenance all needed a complete review.

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Total Underground Solutions

As new contracts were in place and staff were increased, Total Underground Solutions (TUS) struggled to manage business growth and profitability. They found themselves under increasing pressure because they lacked effective processes to reduce costs, identify inefficiencies and ensure employees connected with business goals that would lead to improved profitability.

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