{"id":5770,"date":"2026-04-06T18:13:02","date_gmt":"2026-04-06T22:13:02","guid":{"rendered":"https:\/\/www.amsaxum.com\/?post_type=case-studies&#038;p=5770"},"modified":"2026-04-07T17:01:51","modified_gmt":"2026-04-07T21:01:51","slug":"operational-excellence-in-manufacturing-with-financial-impact","status":"publish","type":"case-studies","link":"https:\/\/www.amsaxum.com\/ca\/case-studies\/operational-excellence-in-manufacturing-with-financial-impact\/","title":{"rendered":"Operational Excellence in Manufacturing: Delivering $1.4M in Measurable Financial Impact"},"content":{"rendered":"\n<figure class=\"wp-block-image size-large\"><img fetchpriority=\"high\" decoding=\"async\" width=\"1024\" height=\"558\" src=\"https:\/\/www.amsaxum.com\/wp-content\/uploads\/2026\/04\/operational-exellence-program-1024x558.webp\" alt=\"Operational Excellence in Manufacturing\" class=\"wp-image-5776\" srcset=\"https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/operational-exellence-program-1024x558.webp 1024w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/operational-exellence-program-300x164.webp 300w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/operational-exellence-program-768x419.webp 768w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/operational-exellence-program-24x13.webp 24w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/operational-exellence-program-36x20.webp 36w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/operational-exellence-program-48x26.webp 48w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/operational-exellence-program.webp 1300w\" sizes=\"(max-width: 1024px) 100vw, 1024px\" \/><\/figure>\n\n\n\n<p><\/p>\n\n\n\n<p>How a structured <a href=\"https:\/\/www.amsaxum.com\/ca\/services\/operational-excellence\/\">Operational Excellence program<\/a> generated financial impact equivalent to 27% of payroll in a mid-size manufacturing company.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"h-executive-summary\">Executive Summary<\/h3>\n\n\n\n<p>AM Saxum partnered with a specialized mid-size manufacturing company employing approximately <strong>100 people<\/strong> to deploy a structured Operational Excellence program focused on process improvement, digitization, and cross-department collaboration.<\/p>\n\n\n\n<p>Through a series of targeted Lean Six Sigma initiatives across Sales, Engineering, Quality Assurance, and internal support functions, the organization implemented multiple operational improvements that generated <strong>$1.4 million in Net Present Value (NPV)<\/strong>.<\/p>\n\n\n\n<figure class=\"wp-block-image aligncenter size-large is-resized\"><img decoding=\"async\" width=\"1024\" height=\"358\" src=\"https:\/\/www.amsaxum.com\/wp-content\/uploads\/2026\/04\/distribution-of-value-1024x358.webp\" alt=\"\" class=\"wp-image-5771\" style=\"width:700px\" srcset=\"https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/distribution-of-value-1024x358.webp 1024w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/distribution-of-value-300x105.webp 300w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/distribution-of-value-768x268.webp 768w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/distribution-of-value-24x8.webp 24w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/distribution-of-value-36x13.webp 36w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/distribution-of-value-48x17.webp 48w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/distribution-of-value.webp 1200w\" sizes=\"(max-width: 1024px) 100vw, 1024px\" \/><\/figure>\n\n\n\n<p><\/p>\n\n\n\n<p>The financial impact represented:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>27% of total company payroll<\/strong><\/li>\n\n\n\n<li><strong>126% of the payroll of the employees directly involved in the transformation<\/strong><\/li>\n<\/ul>\n\n\n\n<p>These results demonstrate how structured Operational Excellence programs can unlock significant financial value without requiring additional headcount or major capital investments.<\/p>\n\n\n\n<p><strong>Company Context<\/strong><\/p>\n\n\n\n<p>The client is a specialized manufacturing company operating in a highly technical environment requiring close collaboration between Sales, Engineering, Production, and Quality Assurance.<\/p>\n\n\n\n<p>The organization employs approximately <strong>100 people<\/strong> and maintains an annual payroll of approximately <strong>$5 million<\/strong>.<\/p>\n\n\n\n<p>As the company continued to grow, several operational challenges began to emerge:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>increasing complexity in internal processes<\/li>\n\n\n\n<li>excessive manual coordination between departments<\/li>\n\n\n\n<li>inefficient workflows consuming engineering capacity<\/li>\n\n\n\n<li>quality assurance processes with unnecessary movement and variability<\/li>\n\n\n\n<li>internal support processes creating productivity bottlenecks<\/li>\n<\/ul>\n\n\n\n<p>To address these challenges, the company partnered with <strong>AM Saxum<\/strong> to deploy a structured <strong>Operational Excellence program using Lean Six Sigma methodologies<\/strong>.<\/p>\n\n\n\n<p>The transformation was executed over several months through a series of Lean Six Sigma improvement projects led by cross-functional teams.<\/p>\n\n\n\n<p><strong>Transformation Approach<\/strong><\/p>\n\n\n\n<p>Rather than focusing on isolated improvement projects, the initiative aimed to <strong>build internal capability while implementing high-impact operational improvements<\/strong>.<\/p>\n\n\n\n<p>Employees from multiple departments participated in Lean Six Sigma projects, identifying opportunities to streamline processes, reduce inefficiencies, and improve coordination across the organization.<\/p>\n\n\n\n<p>The transformation team consisted of <strong>approximately a dozen employees from different functions<\/strong>, including Sales, Engineering, Quality Assurance, and internal support roles.<\/p>\n\n\n\n<p>Each team member worked on a specific improvement project while applying structured <a href=\"https:\/\/asq.org\/quality-resources\/six-sigma\" target=\"_blank\" rel=\"noreferrer noopener\">Lean Six Sigma<\/a> problem-solving tools.<\/p>\n\n\n\n<p><strong>Value Creation Overview<\/strong><\/p>\n\n\n\n<p>The Operational Excellence program generated <strong>$1.4 million in Net Present Value (NPV)<\/strong> through several improvement initiatives grouped into four major transformation areas.<\/p>\n\n\n\n<figure class=\"wp-block-image aligncenter size-full is-resized\"><img decoding=\"async\" width=\"1000\" height=\"383\" src=\"https:\/\/www.amsaxum.com\/wp-content\/uploads\/2026\/04\/transformation-area.webp\" alt=\"\" class=\"wp-image-5772\" style=\"width:600px\" srcset=\"https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/transformation-area.webp 1000w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/transformation-area-300x115.webp 300w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/transformation-area-768x294.webp 768w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/transformation-area-24x9.webp 24w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/transformation-area-36x14.webp 36w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/transformation-area-48x18.webp 48w\" sizes=\"(max-width: 1000px) 100vw, 1000px\" \/><\/figure>\n\n\n\n<p><\/p>\n\n\n\n<p><br><em>The financial impact was calculated using the Net Present Value (NPV) based on approved annual savings and a discount rate of<\/em> <em><strong>7%<\/strong>, approximating the company\u2019s weighted average cost of capital (WACC).<\/em><\/p>\n\n\n\n<figure class=\"wp-block-image aligncenter size-large is-resized\"><img loading=\"lazy\" decoding=\"async\" width=\"1024\" height=\"510\" src=\"https:\/\/www.amsaxum.com\/wp-content\/uploads\/2026\/04\/operational-excellence-value-creation-1024x510.webp\" alt=\"\" class=\"wp-image-5773\" style=\"width:800px\" srcset=\"https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/operational-excellence-value-creation-1024x510.webp 1024w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/operational-excellence-value-creation-300x150.webp 300w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/operational-excellence-value-creation-768x383.webp 768w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/operational-excellence-value-creation-24x12.webp 24w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/operational-excellence-value-creation-36x18.webp 36w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/operational-excellence-value-creation-48x24.webp 48w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/operational-excellence-value-creation.webp 1200w\" sizes=\"(max-width: 1024px) 100vw, 1024px\" \/><\/figure>\n\n\n\n<p><\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"h-financial-leverage-of-the-transformation\"><br><strong>Financial Leverage of the Transformation<\/strong><\/h3>\n\n\n\n<p>Two metrics highlight the financial leverage of the Operational Excellence program.<\/p>\n\n\n\n<p><strong>Impact relative to total company payroll<\/strong><\/p>\n\n\n\n<figure class=\"wp-block-image aligncenter size-full is-resized\"><img loading=\"lazy\" decoding=\"async\" width=\"800\" height=\"192\" src=\"https:\/\/www.amsaxum.com\/wp-content\/uploads\/2026\/04\/company-payroll.webp\" alt=\"\" class=\"wp-image-5774\" style=\"width:500px\" srcset=\"https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/company-payroll.webp 800w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/company-payroll-300x72.webp 300w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/company-payroll-768x184.webp 768w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/company-payroll-24x6.webp 24w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/company-payroll-36x9.webp 36w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/company-payroll-48x12.webp 48w\" sizes=\"(max-width: 800px) 100vw, 800px\" \/><\/figure>\n\n\n\n<p><\/p>\n\n\n\n<p>For perspective, the financial impact generated by the Operational Excellence program represented <strong>approximately 27% of the company\u2019s total annual payroll<\/strong>, demonstrating the significant leverage that structured operational improvement initiatives can deliver.<\/p>\n\n\n\n<p><strong>Impact relative to transformation team payroll<\/strong><\/p>\n\n\n\n<figure class=\"wp-block-image aligncenter size-full is-resized\"><img loading=\"lazy\" decoding=\"async\" width=\"800\" height=\"185\" src=\"https:\/\/www.amsaxum.com\/wp-content\/uploads\/2026\/04\/team-payroll.webp\" alt=\"\" class=\"wp-image-5775\" style=\"width:496px\" srcset=\"https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/team-payroll.webp 800w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/team-payroll-300x69.webp 300w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/team-payroll-768x178.webp 768w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/team-payroll-24x6.webp 24w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/team-payroll-36x8.webp 36w, https:\/\/www.amsaxum.com\/ca\/wp-content\/uploads\/2026\/04\/team-payroll-48x11.webp 48w\" sizes=\"(max-width: 800px) 100vw, 800px\" \/><\/figure>\n\n\n\n<p><\/p>\n\n\n\n<p>This type of leverage is one of the reasons Operational Excellence programs are often among the highest-return initiatives available to manufacturing organizations.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"h-sales-process-transformation\"><strong>Sales Process Transformation<\/strong><\/h3>\n\n\n\n<p><strong>Eliminating Inter-Departmental Overprocessing<\/strong><\/p>\n\n\n\n<p>The largest improvement initiative focused on improving the <strong>order-to-shipment process<\/strong>, which required coordination between Sales, Shipping, Accounting, and Supply Chain.<\/p>\n\n\n\n<p>Process mapping revealed multiple sources of inefficiency, including redundant communication, manual data entry, and fragmented visibility of shipment information across departments.<\/p>\n\n\n\n<p>Employees frequently had to request shipment tracking information manually, creating delays and unnecessary interruptions.<\/p>\n\n\n\n<p>The improvement initiative combined Lean process redesign with targeted <strong>ERP system enhancements<\/strong>, allowing shipment tracking information to flow more efficiently between departments.<\/p>\n\n\n\n<p>These improvements reduced manual data entry, improved visibility across systems, and streamlined internal communication.<\/p>\n\n\n\n<p>Key benefits included:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>faster order processing<\/li>\n\n\n\n<li>reduced internal communication overhead<\/li>\n\n\n\n<li>improved customer responsiveness<\/li>\n\n\n\n<li>improved data accuracy<\/li>\n<\/ul>\n\n\n\n<p>This initiative generated <strong>$943K in Net Present Value (NPV)<\/strong> and represented the largest contributor to the overall financial impact of the program.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"h-engineering-process-optimization\"><strong>Engineering Process Optimization<\/strong><\/h3>\n\n\n\n<p><strong>Streamlining the Quoting Process<\/strong><\/p>\n\n\n\n<p>The second major initiative focused on improving the <strong>engineering quoting process<\/strong>.<\/p>\n\n\n\n<p>Preparing technical quotations required significant engineering effort, including design work, cost calculations, and coordination between Engineering, Sales, and Costing.<\/p>\n\n\n\n<p>However, internal analysis revealed that <strong>only approximately 40% of quotes converted into purchase orders<\/strong>.<\/p>\n\n\n\n<p>This meant that a large portion of engineering capacity was being consumed by quoting activities that did not result in revenue.<\/p>\n\n\n\n<p>A detailed process mapping exercise identified numerous opportunities to streamline the workflow, reduce administrative effort, and improve coordination between Sales and Engineering.<\/p>\n\n\n\n<p>Improvements included:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>standardized quoting workflows<\/li>\n\n\n\n<li>clearer roles and responsibilities between departments<\/li>\n\n\n\n<li>improved qualification of requests for quotation<\/li>\n\n\n\n<li>simplified documentation requirements<\/li>\n<\/ul>\n\n\n\n<p>These changes reduced the time required to prepare quotes and improved the utilization of engineering resources.<\/p>\n\n\n\n<p>The initiative generated <strong>$216K in Net Present Value (NPV)<\/strong>.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"h-quality-assurance-improvements\"><strong>Quality Assurance Improvements<\/strong><\/h3>\n\n\n\n<p><strong>Improving Efficiency and Process Stability<\/strong><\/p>\n\n\n\n<p>Three improvement initiatives focused on enhancing quality control processes and testing efficiency.<\/p>\n\n\n\n<p>Although these activities represent a smaller portion of overall operations, inefficiencies in inspection and testing workflows can create delays and unnecessary handling of materials.<\/p>\n\n\n\n<p><strong>Workplace Organization in the Quarantine Area<\/strong><\/p>\n\n\n\n<p>The first initiative focused on improving the handling of non-conforming materials within the quarantine area.<\/p>\n\n\n\n<p>The analysis revealed excessive movement of rejected components before final disposal.<\/p>\n\n\n\n<p>Using 5S principles, the team reorganized the workspace and standardized procedures for processing scrap materials, reducing unnecessary motion and improving operational discipline.<\/p>\n\n\n\n<p><strong>Inspection Process Improvements<\/strong><\/p>\n\n\n\n<p>The second initiative addressed inconsistencies in inspection practices that could lead to repeated measurements and uncertainty in quality verification.<\/p>\n\n\n\n<p>Process mapping helped standardize inspection procedures and clarify measurement practices, improving consistency and reducing variability.<\/p>\n\n\n\n<p><strong>Streamlining the Testing Process<\/strong><\/p>\n\n\n\n<p>The third initiative focused on improving the efficiency of finished products testing procedures.<\/p>\n\n\n\n<p>A detailed workflow analysis identified opportunities to streamline test preparation, improve workstation organization, and standardize testing procedures.<\/p>\n\n\n\n<p>Together, these three initiatives generated <strong>$199K in Net Present Value (NPV)<\/strong>.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"h-other-operational-improvements\"><strong>Other Operational Improvements<\/strong><\/h3>\n\n\n\n<p><strong>Reducing Employee Downtime<\/strong><\/p>\n\n\n\n<p>Additional improvements targeted internal support processes that affected employee productivity.<\/p>\n\n\n\n<p>One initiative focused on improving the efficiency of internal IT services.<\/p>\n\n\n\n<p>The organization\u2019s IT department supported more than <strong>85 employees with only two full-time staff members<\/strong>, making rapid issue resolution critical for maintaining productivity.<\/p>\n\n\n\n<p>Lean analysis identified opportunities to reduce delays in hardware and software deployments.<\/p>\n\n\n\n<p>Improvements included:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>standardized workstation configurations<\/li>\n\n\n\n<li>pre-configured replacement systems<\/li>\n\n\n\n<li>improved inventory management of IT components using Kanban principles<\/li>\n\n\n\n<li>standardized software deployment procedures<\/li>\n<\/ul>\n\n\n\n<p>These changes reduced resolution times for IT issues and minimized employee downtime.<\/p>\n\n\n\n<p>The initiative generated <strong>$42K in Net Present Value (NPV)<\/strong>.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"h-key-lessons-from-the-transformation\"><strong>Key Lessons from the Transformation<\/strong><\/h3>\n\n\n\n<p>Several important insights emerged from the Operational Excellence program:<\/p>\n\n\n\n<p><strong>Cross-department processes often contain the largest inefficiencies<\/strong><\/p>\n\n\n\n<p>Many improvements occurred at the intersection of departments rather than within a single function.<\/p>\n\n\n\n<p><strong>Engineering capacity is a critical resource<\/strong><\/p>\n\n\n\n<p>Improving how engineering time is allocated can generate significant financial impact without increasing headcount.<\/p>\n\n\n\n<p><strong>Operational Excellence extends beyond production<\/strong><\/p>\n\n\n\n<p>Improvements in support functions such as Quality Assurance and IT can generate meaningful productivity gains.<\/p>\n\n\n\n<p><strong>Empowering internal teams accelerates improvement<\/strong><\/p>\n\n\n\n<p>By involving employees directly in improvement initiatives, the organization strengthened internal capability while delivering measurable financial results.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-why-am-saxum\"><strong>Why AM Saxum<\/strong><\/h2>\n\n\n\n<p>AM Saxum helps organizations unlock financial value through Operational Excellence, Lean Six Sigma methodologies, and leadership capability development.<\/p>\n\n\n\n<p>Across multiple industries, AM Saxum\u2019s consultants have delivered <strong>over $500 million in measurable financial impact<\/strong> by helping organizations improve processes, strengthen leadership capability, and implement high-impact operational improvements.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"h-considering-an-operational-excellence-transformation\"><strong>Considering an Operational Excellence Transformation?<\/strong><\/h3>\n\n\n\n<p>For executives evaluating how to improve cost structure, operational performance, and long-term competitiveness, a structured Operational Excellence strategy can be a powerful lever.<\/p>\n\n\n\n<p>To learn more about AM Saxum\u2019s Operational Excellence, Lean Six Sigma, and Lean Leadership advisory services, or to discuss your organization\u2019s specific priorities, you may contact AM Saxum at <strong>1-888-772-2809<\/strong> or reach out through our contact page.<\/p>\n\n\n\n<figure class=\"wp-block-embed is-type-wp-embed is-provider-am-saxum wp-block-embed-am-saxum\"><div class=\"wp-block-embed__wrapper\">\n<blockquote class=\"wp-embedded-content\" data-secret=\"VwP3nXAU9w\"><a href=\"https:\/\/www.amsaxum.com\/ca\/contact-us\/\">Contact<\/a><\/blockquote><iframe class=\"wp-embedded-content\" sandbox=\"allow-scripts\" security=\"restricted\" style=\"position: absolute; visibility: hidden;\" title=\"&#8220;Contact&#8221; &#8212; AM Saxum\" src=\"https:\/\/www.amsaxum.com\/ca\/contact-us\/embed\/#?secret=IM8AcseGu7#?secret=VwP3nXAU9w\" data-secret=\"VwP3nXAU9w\" width=\"500\" height=\"282\" frameborder=\"0\" marginwidth=\"0\" marginheight=\"0\" scrolling=\"no\"><\/iframe>\n<\/div><\/figure>\n\n\n\n<p><br><em>This case study describes a transformation conducted within a mid-size manufacturing organization. Certain details have been generalized to protect client confidentiality.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"<p>How a structured Operational Excellence program generated financial impact equivalent to 27% of payroll in a mid-size manufacturing company. Executive [&hellip;]<\/p>\n","protected":false},"author":5,"featured_media":5776,"template":"","meta":{"_acf_changed":false,"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}}},"case-studies-categories":[],"case-studies-tags":[],"ppma_author":[],"class_list":["post-5770","case-studies","type-case-studies","status-publish","has-post-thumbnail","hentry"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.5 (Yoast SEO v27.5) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Operational Excellence in Manufacturing: Delivering $1.4M in Measurable Financial Impact - AM Saxum<\/title>\n<meta name=\"description\" content=\"Discover how Operational Excellence in manufacturing delivered $1.4M in measurable results. 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