Results
Operational improvement measured in throughput, cost, time, and capability — not slide decks. A selection of representative engagements across industries and service areas.
Reducing Batch Cycle Time by 34% in a Solid Dose Facility
The Challenge
A mid-size pharmaceutical manufacturer was struggling with chronic schedule overruns in its solid dose production lines. Batch release times were unpredictable, overtime was endemic, and the root causes were poorly understood.
The Approach
Wheeler Dynamics led a structured DMAIC project across three production lines. Value stream mapping revealed significant queue time between unit operations and inconsistent changeover execution. A combination of standard work development, SMED-based changeover reduction, and scheduling logic redesign was implemented over 14 weeks.
Measured Results
Greenfield Assembly Facility — On Time, Under Budget
The Challenge
A private equity-backed industrial equipment manufacturer needed to stand up a new 120,000 sq ft assembly facility within 11 months to meet a contractual delivery commitment. The project had no internal project management capability.
The Approach
Wheeler Dynamics served as owner's representative and project manager from site selection through commissioning. This included equipment specification, contractor management, material flow design, utility coordination, and workforce ramp-up planning. A rigorous stage-gate process kept scope, schedule, and budget under control throughout.
Measured Results
Technology Transfer Completed 6 Weeks Ahead of Regulatory Submission
The Challenge
A biotech company needed to transfer a complex biologics process from a development lab to a CDMO for Phase III clinical manufacturing. The timeline was aggressive, the CDMO relationship was new, and the internal team lacked technology transfer experience.
The Approach
Wheeler Dynamics managed the full technology transfer project — from process characterization documentation through engineering runs and PPQ. A detailed risk register was maintained throughout, and weekly cross-functional reviews kept both the sponsor and CDMO aligned on critical path activities.
Measured Results
ERP Go-Live with Zero Production Disruption
The Challenge
A regional food manufacturer had outgrown its legacy MRP system and was running critical scheduling and inventory functions on spreadsheets. A previous ERP implementation attempt had failed two years earlier, leaving the organization skeptical and change-resistant.
The Approach
Wheeler Dynamics led the implementation from requirements definition through go-live, with particular focus on process redesign before configuration. A phased rollout approach — starting with inventory and purchasing before adding production scheduling — reduced risk and built organizational confidence. Extensive floor-level training was delivered in the weeks before cutover.
Measured Results
Post-Acquisition Operational Integration Completed in 90 Days
The Challenge
A strategic acquirer needed to integrate a newly purchased consumer products manufacturer into its existing operations within a tight window to capture synergies and avoid customer disruption. The acquired facility had different processes, systems, and quality standards.
The Approach
Wheeler Dynamics conducted a rapid operational due diligence in the first two weeks post-close, then developed and executed a 90-day integration plan covering production consolidation, quality system alignment, ERP data migration, and workforce transition. Daily stand-ups and a shared integration tracker kept all workstreams synchronized.
Measured Results
Building a Sustainable CI Program from the Ground Up
The Challenge
A specialty chemicals manufacturer had attempted Lean implementation twice before, both times with external consultants who ran events and left. Improvements degraded within months. Leadership wanted a different approach — one that built lasting internal capability.
The Approach
Wheeler Dynamics designed and delivered a 12-month capability-building program: Lean fundamentals training for all supervisors, a Green Belt cohort of eight internal practitioners, and a structured Kaizen event calendar with internal facilitation from month four onward. Coaching was provided throughout rather than direct facilitation.
Measured Results
All case studies represent actual engagement outcomes. Client names and identifying details have been omitted to preserve confidentiality. Results vary by engagement scope, organizational context, and implementation fidelity. Past results are not a guarantee of future performance.
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