A full-line large equipment dealer providing sales, parts, service, and rentals for heavy-duty trucking and earth-moving equipment.
Large equipment sales and service dealer achieves profitable growth through lean process improvement and space optimisation, delaying significant capital expenditures and bolstering employee engagement and morale.
A U.S. based heavy equipment sales and service dealer was over capacity and out of space at a key facility in a growing market. Employees in all departments were working hard but running into roadblocks for future growth.
Employee satisfaction was at an all time low, workload was increasing and frustration was growing. There was a significant amount of internal conflict, groups worked in silos, and it was difficult to get things done. Branch leadership was under significant stress to keep up with limited sources. Things could only get more challenging due to the parent company’s directive to double annual services in five years. The dealer knew it needed more space to grow and the company will willing to invest in an expanded footprint. At the same time, the company wanted and needed smart growth. Profitability mattered and needed to improve.
TBM was hired to address three issues: space constraints, profitability, and employee morale. After a detailed operational diagnostic, everyone agreed that buying or building more space wasn’t necessarily the best answer. Rather, optimisation of both processes and footprint could free up capacity, drive profit improvement, and improve employee satisfaction. These improvements would position the dealer to achieve and even exceed its future growth goals without an immediate outlay of cash.
The go-forward plan included several key priorities:
Collectively, the operational improvements drove a 600 basis point improvement in PAD. Order on-time in line (OTIL) improved from 79% to 91% and last labour to close (LLC) improved from 13.5 days to eight days or less. Employee engagement and satisfaction increased.
Download the case study to learn about the three keys to success for profitability improvement, employee engagement, and delays CapEx.
At a Glance
Client
Results
Sales & service equipment dealer uses lean to improve profitability by 600 BP and delays $2 million in capital investment for at least three years.