Business Improvement of Spinner Manufacturing Operations

Case Studies

A global fiberglass manufacturer requested Confiance to assist then with the optimization of their worldwide flow of alloy – used in the production of spinners – and to identify inefficiencies in their US-based Spinner manufacturing plant.

The Challenge

A global fiberglass manufacturer needed to review the efficiency & effectiveness of its 3 year old US based operations with a vision of establishing a global baseline. The challenge was go to beyond the details & tactical operational improvements to delivering a strategic, end-to-end (E2E) perspective on their manufacturing operations.

The Solution

Confiance started by establishing a  fiberglass business process architecture, that served as a framework to organize the business in process, measures, outcomes, roles and others providing the organization for the first time a singular and definitive view on its end-to-end operations off which core and support processes could be associated and seen in their end-to-end perspective.

Next, in interactive work sessions, all Spinner Shop related processes were modeled, quantified and qualitatively analyzed thereby providing detailed insights, such as: process costs, pain points, value to the customer & organization, and resource utilization.

Confiance further evaluated the organization’s risk portfolio, current business metrics, organization structure, and report usage.

Based on the findings of the business analysis, Confiance recommended 6 major changes to improving manufacturing operations:

  1. Leverage spare capacity in the US & Europe to produce and sell additional spinners;
  2. Extend spinner lifespan by analyzing spinner production parameters;
  3. Use more recycled content;
  4. Reduce casting pour weight;
  5. Reduce the size of the worldwide alloy pool;
  6. Automate Spinner Shop and Finance related SAP reports.

The Result

This engagement generated a 3 year Net Present Value (NPV) of $11,474,613 and a simple Return on Investment (ROI) of 2,398%. 

Based on the recommendations made, the client is now evaluating both strategic and tactical changes to its operation which includes producing additional spinners to automating operations to drive reduction in time & costs.

Introduction of new metrics allow our client to reduce the worldwide alloy pool through monitoring of global usage and distribution.

Finally, the business process architecture allows leadership to effectively conceptualize and communicate how core business processes collaborate within the organization and interact with external entities.


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