HKPO Helps Traditional Medicinals Nearly Triple Their Output
In 2016, Traditional Medicinals was facing a wonderful and enviable problem: they had to increase production by more than double. What had been an herbal tea producer that predominately served natural foods stores needed to expand production to meet increased demand for its products, which had recently become available at major grocery and mass market retailers like Safeway, Target, Walmart, and Amazon.
American Red Cross Saves $60 million on Blood Donation Operations
Using the Lean Six Sigma approach to process improvement, HKPO CEO Jennifer Ralston developed operational changes designed to reduce the number of donor reactions after giving blood, therefore ensuring a donor’s positive experience. These changes comprised of standard work guidance for staffing, materials and equipment, and work sequence.
By focusing on the donor, understanding how the set-up happens and then implementing steps for making processes flow smoothly, she and her team saw a 50 percent decrease in the rate of presyncopal reactions in donors.
U.S. Navy Cuts Aircraft Carrier Building Costs by $2 Billion
Over four years, HKPO CEO Jennifer Ralston oversaw this effort to comply with Congress’ mandate to trim money from a massive budget on an end product to protect the freedom of the United States. Working at the Navy Yard in Washington, DC, as program manager, Mrs. Ralston directed training and coaching exercises designed to help the Navy identify opportunities for process improvement.
In the end, Ralston’s leadership helped the Navy comply with the congressional mandate to find $2 billion savings on the building process. The process improvement standards are now being applied to other areas of the military including NAVAIR and Maritime.