Hussain Quadri Syed, P.Eng., PMP

Production teams were achieving window-count targets while leaving customer orders incomplete. Time studies revealed that casement and awning vent assemblies were the primary bottleneck, causing incomplete windows to accumulate, active backorders to grow, and new jobs to be released before existing projects were completed.

Conducted detailed time studies across sub-assembly operations to identify production constraints. Rebalanced manpower at bottleneck stations, standardized operating procedures across all shifts, implemented shift-level performance tracking and accountability, and introduced production controls to ensure jobs were only released when all required components were available. Production KPIs were redesigned to focus on completed customer orders rather than total units produced.

Increased production output from approximately 10,000 to 11,000 windows per month while eliminating active production backorders, improving project completion rates, reducing work-in-process inventory, and enhancing overall production flow across the manufacturing operation.

Decentralized glass ordering caused duplicate orders, poor tracking, and high annual reorder costs.

Created centralized tracking, approval workflows, ETA visibility, and search-before-reorder controls.

Reduced annual glass reorder costs by 75%, from $1.2M to $300K — approximately $900K in annualized savings.

60% of site NCRs were linked to factory dispatch and pre-shipment issues.

Standardized end-of-line inspections, strengthened QC ownership, and implemented pre-shipment sign-off controls.

Reduced non-recoverable site costs from $2M/year to $400K/year — approximately $1.6M saved annually.

Supplier non-conforming materials were creating production delays and recurring quality issues.

Introduced vendor scorecards, supplier accountability programs, and enhanced incoming inspection.

Reduced supplier NCRs by 40% and stabilized the inbound materials pipeline.