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an empty factory floor
Absurd Marinade

Alan had a great recipe for a marinade and did not have the resources to do the actual manufacturing, entry into the industry was the initial problem to be resolved. As a result of his contact with Manufacture Nevada, Alan began negotiations with the local food and beverage manufacturer utilizing the guidance of his Manufacture Nevada rep. The relationship with the contract manufacturer has evolved into a multi-product engagement.

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sparks flying from a machine cutting metal
VSR Industries

Manufacture Nevada’s access to the top manufacturing experts allowed VSR Industries to diagnose their lean manufacturing needs and create unique solutions. In a state with limited manufacturing resources, VSR Industries relied on Manufacture Nevada to help them compete in an increasingly globally competitive manufacturing marketplace.

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Worker machining a part
Aerovault

Manufacture Nevada introduced a lean and cellular manufacturing model to Aerovault that allowed the company to work on multiple trailers simultaneously. The new process more than doubled Aerovault’s productivity.

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an empty textile factory floor
North Sails Minden

Manufacture Nevada local project managers conducted onsite facility assessments, reviewed manufacturing steps and concerns, and worked with North’s Operations Manager, Plant Manager and Human Resources Manager. Together they designed Lean workshops to incorporate North’s existing process and flow and encourage employee participation and idea generation for improvements. They conducted an onsite Lean workshop as an employee introduction and stimulus to lean improvement methodologies, to be followed by a more detailed session with North hosting a week long Lean Leader workshop involving key lead personnel and to delve deeper into more lean concepts and principles. They finished with an onsite workplace Kaizen improvement event and implementation in their production facility involving the manufacturing leads along with production line personnel.

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sparks flying from a machine cutting metal
Jensen Metaltech

Rapid growth at the company led to the creation of a workforce that was experiencing high turnover. There was also a significant increase in rework, related to a combination of the turnover and weak control on manufacturing drawings. Additionally, 15% of the workforce had English as a second language. With supervisors receiving only limited basic supervision training from the Nevada Association of Employers and the rest of the workforce receiving no soft skills training at all, action had to be taken to improve retention and reduce rework costs. Jensen decided that by combining the teamwork elements of implementing a company wide 5S (sort, set in order, shine, standardize, sustain) initiative along with integrating supervisory and coaching skills, improvements could be made in both rework reduction and workforce improvements.

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