Effective management of unit cost remains an elusive expectation in many organizations due to a lack of understanding about, and accessibility to, the variable drivers that affect cost and optimization. Managing unit cost and total resource usage begins with owning a clear view to total costs – including those costs considered fixed or “free” – such as equipment and capital assets. Organizational silos are frequently the culprits that add to the complexity of optimizing unit costs. By their self-serving nature, silos focus on their singular optimization with disregard for and to the detriment of the whole organization.

Brooks International has earned our reputation for implementing holistic solutions that offer total cost optimization. Our areas of expertise in improving unit cost include: Lean Six Sigma, advanced manufacturing, maintenance effectiveness, asset utilization and optimization, knowledge worker productivity, engineering and manufacturing ability, purchasing and sourcing, G&A optimization and inventory and logistics management.

Representative examples of our ability to reduce unit cost for clients:

  • $6.2 million annual increase in gross operating profits for a national iron pipe manufacturer
  • 3% reduction in cost per delivered well or $8 million per improvement for a major North American natural gas producer
  • $38 million annual improvement through a 9% improvement in asset utilization for a major Class I railroad

Computer manufacturer reduces factory cost, while improving customer and employee satisfaction

Factory conversion costs reduced by 40% 50% increase in total factory output Strategic Intent Significantly reduce factory conversion costs to grow volume and i...

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Biochemical producer enhances supply chain, improves customer satisfaction and reduces distribution costs

Consolidation of 25 distribution centers into 10 38% reduction in distribution costs Strategic Intent Correct near-crisis level customer satisfaction issues and...

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Chemical producer corrects behavioral and systemic issues to increase throughput

Downtime reduction fuels 31% gain in throughput and capacity. 12% in variable costs Strategic Intent Improve the overall utilization of plant assets and resourc...

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Lime producer exceeds EBITDA goals by quickly integrating new acquisition into corporate culture

10 to 20% improvement in yield of all facilities EBITDA grows by 58% and exceeds target. Strategic Intent Realize planned ROI and EBITDA improvement of a recent...

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Title insurance company returns to profitability after spin-off from parent corporation

Overall productivity increases 35%. $22 million increase in operating profit puts company back in black. Strategic Intent Develop and launch an effective busine...

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Shipping company reorganizes to support global strategy initiatives

Visionary CEO realizes double-digit rate of revenue growth. 25% reduction in port costs and 16% decrease in worldwide headcount Strategic Intent Restructure a h...

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Specialty chemicals company cuts costs and improves competitiveness

28% reduction of non-productive staffing Over 20% reduction in overtime Strategic Intent Improve competitive position of a primary division in the face of incre...

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Pipe manufacturer lowers unit production costs and saves endangered plant

30% increase in maintenance productivity Equipment downtime reduced 18% Strategic Intent Rapidly improve equipment utilization and operating consistency – and...

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Global lime processor drives revenue and EBITDA to new highs

EBITDA increases 70% 12% reduction in total headcount Strategic Intent Restructure the company’s recently acquired U.S. subsidiary to substantially improve di...

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