A leading manufacturer of doors, door components, and door entry systems, the company (formerly Premdor Inc.) produces more than 120,000 doors a day. Its products include interior doors (two-thirds of sales) and exterior doors made of wood, fiberglass, and metal. Masonite operates more than 75 manufacturing and distribution facilities in the Americas, Europe, Africa, and Asia, and sells to distributors, wholesalers, home centers, and building-supply dealers. Private equity firm Kohlberg Kravis Roberts & Co. acquired Masonite International for $2.5 billion in April 2005.

Testimonial
"When we decided to pursue lean sigma at Masonite we conducted a broad search for a partner that would bring strong capabilities and practical experience to the table.  AIT is partnering closely with us to bring lean six sigma to our more than 14,000 employees around the world, supporting our intent to become a Lean Sigma company by 2010."

Reference
Ken Freeman, CEO

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Background -- Delphi Automotive Systems
Delphi Automotive Systems, the largest Tier 1 supplier in the automotive industry, selected The AIT Group as its partner to deploy Six Sigma methods within their existing corporate improvement program, named I&CIM, in North America. The Six Sigma element of the program was designed with emphasis on not only improvement of manufacturing and distribution operations, but also product development. The Design for Six Sigma (DFSS) emphasis and the disciplined structure of the Six Sigma program resulted in over $100 million in recorded savings in the first year. The AIT Group was recently awarded an international contract to deploy Six Sigma across all divisions of Delphi Automotive Systems.

Testimonial
“Six Months after engaging the AIT Group for Six Sigma in our R&D department, Delphi recovered its original investment resulting in a self sustaining and expanding global program.”    -- Don Deptowicz, VP of Continuous Improvement

Reference
Don Deptowicz, Vice President

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Dupont - DuPont made the decision to add Lean and Supply Chain Optimization methodologies to their existing Six Sigma and Design for Six Sigma efforts in 2003. After an evaluation in late 2003, the AIT Group was selected to integrate Lean training into DuPont’s continuous improvement efforts and to begin conducting SCOR Workshops (Supply Chain Optimization Reference Model) on selected unique Supply Chains to identify areas with performance gaps and generate projects that could then be executed by the Lean Six Sigma organization.  The program is on the path to producing the following results:

1. Inventory/Working Capital Reduction: >$1B
2. Cost Reduction: >$600MM savings
3. Improved process capability in individual businesses & their supply chains
4. Achieving the top line revenue commitments made to the Street

“Historically, DuPont managed by activity. Our Six Sigma projects have achieved impressive results, one project at a time. However, in many cases, the overall process has not improved enough to meet customer needs and deliver required results. We are moving to managing by end-to-end process. We focus on the overall process Y’s and Z’s to insure that the process meets business and customer requirements. The end-to-end process chosen by DuPont Operations as the transformational target is the end-to-end Supply Chain.”

Reference
Keith Holliday
Champion-Business Process Improvement

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Flexsys - Flexsys chose the AIT Group as its global Lean and Six Sigma partner in 2002.  Flexsys is the world’s largest producer of rubber chemicals, primarily serving the automotive industry. During one of the Lean Six Sigma projects, The AIT Group helped Flexsys in its chemical plants where changeover time and costs were excessive. By combining implementation of Lean and Six Sigma methodologies and working closely with the Flexsys plant operators and plant management the Flexsys Lean Six Sigma Black Belt candidates achieved significant bottom-line operational and financial improvements. Documented results included:

1. Changeover time reduction:  76% reduction from 50 to 12 hour
2. 43% In-process inventory reduction
3. 23% improvement in plant throughput
4. 78% reduction in defective output

Testimonial
“What we found at Flexsys was that AIT’s approach is their unique way of combining theoretical training with application -- application that creates real-life results and a strong return.  Every way we’ve analyzed this showed a tremendous amount of return on investment.  Not have we achieved savings in the first 12 months, but we are creating the kind of self-sustaining profit culture we will need throughout our organization in the years to come.”   -- John Kilkenny, Director, IT and Global Supply Chain

Reference
John Kilkenny, Director, IT and Global Supply Chain

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Background – Amgen
This pharmaceutical company was facing tremendous growth and rapidly hiring to support such growth.  The process improvement efforts reduced rework and increased efficiency and productivity of associates within the Human Resource organization.  We scoped several DMAIC projects around voice of the customer concerns, used change management and effective meeting techniques to facilitate cross functional teams and applied Lean Six Sigma tools to achieve project objectives.  As a result, the company experienced 80% reduction in Human Resource processing errors, thereby reducing rework and increasing overall productivity. 

Testimonial
“The AIT Group helped us overcome systemic problems and enabled HR processes to support our company’s rapid growth..“   -- David Dart, Human Resources

Reference
David Dart, Human Resources