Real-world support for complex operational challenges.

Build quality culture and leadership accountability across multiple plants.

Customized training defining each leader's role in creating a quality culture, the cost of poor quality, key behaviors, problem solving through teamwork, and instilling pride and accountability.

Survey of 877 participants: 100% recommend, 99% prefer in-person, 100% feel they impact quality, 100% engaged with interactive activities.

Tier 1 automotive supplier had 10 OEM programs past Start of Production with PPAP approvals stalled. Major financial strain across the supply base.

3P Partners deployed a cross-functional task force: VP Supplier Quality reporting to CEO, PPAP project management, tooling SMEs, supplier quality engineers onsite at critical suppliers, engineering project management, and quality leadership at client plants.

Over 18 months. Systemic issue resolution, OEM program timing back on track, PPAP submissions approved prior to SOP.

Tier 1 automotive plant needed IATF 16949:2016 certification to raise customer scorecards and unlock new OEM business.

Project management, lead and internal certified IATF auditors, process mapping for all in-scope areas, internal audits, and tracking/closure of ~100 corrective and preventive actions.

Certification granted with zero major findings; minor findings closed cooperatively. Improved customer scorecards and increased OEM sales pipeline.

Multiple safety violations, culture issues, and audit findings showed procedures and policies weren't being followed. A company survey highlighted gaps in teamwork, readiness for change, involvement in corporate strategy, clarity of job functions, supervisor support, and work pressure.

Built a physical Training Dojo with a project manager and cross-functional client team (HR, Quality, Engineering, Facility Maintenance). Curriculum: Lean, 5S, Kaizen, Material Management (Kanban), Safety, and customer-specific product training for pre-screen candidates, new hires, and current employees. Included real-time response system for quizzes/assessments to identify natural leaders, teamwork ability, and improvement instincts.

Revamped new-hire onboarding to reduce turnover, embedded standard work and safety into daily operations, and created a repeatable environment to assess and develop talent, individually and in teams.

A difficult, accelerated launch of Oracle 11i ERP left order management out of control. Shipments weren't processed correctly or invoiced. Item masters, BOMs, sales orders, and purchase orders were inaccurate. The plant had multiple material shortages, missed customer shipments, low employee morale, and falling customer satisfaction.

Embedded a team of on-site supply chain professionals. Reviewed all open and past-due sales orders, cancelled, rescheduled, or invoiced as needed. Audited and corrected item masters, BOMs, forecasts, sales orders, and purchase orders. Documented order-processing standard work, built a report-utilization matrix, created a custom physical inventory process (tagging, audit, adjustments, reports), and recommended program-management/design-change improvements.

Over $1M in additional sales recovered from cleaned-up open orders, accurate master data restored, and sustainable order-management and physical-inventory processes documented and owned by the client team.

A manufacturer needed operations and quality support during restructuring driven by growth and a new President's vision shift. Tier 1 customer issues, an internally appointed Quality Manager transition, three-shift staffing pressure, past-due customer requirements, and an active 3rd-party containment on a Tier 1 product line.

Provided an Operations Manager, Quality Manager, and Continuous Improvement Coordinator. Restructured the customer corrective action process, supported the new Quality Manager and Quality Engineer transition, ran daily production and shipments, addressed three-shift manning, built a cross-training program for operators, rebuilt the service part process (Service Part Books, part-specific labels, training), implemented a Warranty Return Management process, and delivered process and personnel assessments to the General Manager.

Eliminated past-due customer requirements and reduced expedited freight, removed 3rd-party containment on the Tier 1 line, drove closure on a major Tier 1 program launch, and handed off a stronger CAPA, service-parts, and warranty-return capability to the client team.