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Workforce efficiencies clear $52 million backlock for a global healthcare manufacturer
A global manufacturer of eye care products was missing daily shipping targets by 40%, relying on costly overtime that led to worker burnout and attrition. Kelly implemented a custom BPO solution — increasing headcount, adding on-site training, and installing experienced leadership — that had the client not only hitting but exceeding its shipping goals within a month, while reducing overtime and improving retention.
Key takeaways
- 40% shortfall eliminated within one month — daily shipping targets (15,000 units) were consistently met after previously falling short.
- 17,000-unit daily record set within three months — output surpassed original targets by over 13%
- Overtime reduced through improved process training and clearer productivity accountability.
- Workforce retention and morale improved, driven by a ~24% headcount increase, on-site safety. training, and experienced on-site leadership replacing underperforming management.
Challenge: underperforming by 40% results in expensive overtime and attrition
Understaffed and unable to expand its workforce, a global manufacturer of eyecare products was consistently missing its daily 15,000-unit shipping target. Aiming to make up the 40% shortage, the company relied heavily on expensive overtime. Worker burnout and attrition soon followed. Without on-site management trained in process optimization, they turned to a partner that could provide a custom end-to-end solution.
Solution: custom workforce structure provides line-of-sight to operational efficiencies.
As a trusted and established partner, Kelly® evaluated the situation and delivered a custom solution that maximized process efficiencies, reduced overtime, and improved morale.
First, Kelly increased headcount for pick/pack and ship associates by nearly 24% percent to ensure the right people were in place at every point of the workflow. Next, on-site training was implemented— targeting critical deficiencies in safety, and quipping workers with end-to-end processes and clear objectives.
Finally, underperforming management was replaced by a seasoned team of on-site Kelly leaders, prepared to increase success and boost morale.
Result: daily shipping targets met within one month.
Within one month, workers began meeting the daily 15,000-unit shipping target—and set a daily record of 17,000 units within three months. Overtime has been reduced through ongoing process training and greater accountability for each employee’s productivity targets.
By working on-site, Kelly has greater visibility into day-to-day activities and can quickly adjust processes to keep operations running smoothly. In addition, managers work closely with employees and adjust schedules to meet their needs, resulting in improved morale and employee retention.