Executive Operational Transformation Case Study
Transforming Enterprise Operational Performance Through Risk-Based Work Prioritization
Caryn Masters, DBA, M.S. Biology
Operations Executive
Project completed at Boeing
Lean Six Sigma Black Belt · DMAIC
A high-volume enterprise operation remained above 25 days of flow time for more than six consecutive quarters. The redesigned operating model replaced undifferentiated FIFO scheduling with risk- and due-date-based prioritization, reducing turnaround to approximately 2–3 days while improving responsiveness to production-critical and business-critical demand.
Measurable Results
25+ → 2–3
Days
End-to-end operational flow time
90%+
Reduction
Sustained cycle-time improvement
~10K
Monthly
Operations activities supported
6+
Quarters
Baseline performance above 25 days
System Constraint
FIFO optimized sequence—not enterprise value
Work entered a common queue regardless of operational risk, production impact, customer need, due date, available alternatives, or business criticality. The resulting backlog delayed priority work and obscured the operation's true capacity requirements.
Operating Intervention
Risk-based flow aligned capacity with customer need
The redesigned workflow prioritized work using customer due dates, operational risk, available alternatives, production impact, and business criticality—improving flow without relying on additional headcount capacity.
DMAIC Execution
Disciplined improvement from definition through control
Define
Customer and business need
Defined excessive flow time as an enterprise constraint affecting production, quality, engineering, research, testing, and operational readiness.
Measure
Baseline performance
Established the sustained 25-plus-day baseline, evaluated workflow demand, and measured performance across a high-volume operation.
Analyze
System root cause
Identified FIFO scheduling, undifferentiated priorities, queue growth, and distorted capacity signals as primary drivers of delay.
Improve
Risk-based workflow
Replaced FIFO with prioritization based on customer need, due date, operational risk, production impact, alternatives, and business criticality.
Control
Sustained performance
Embedded standard work, turnaround monitoring, escalation criteria, stakeholder governance, and visible performance measures into daily operations.
Enterprise Impact
Value extending across the operation
The transformation improved flow while strengthening the management system used to prioritize, govern, and sustain enterprise operations.
- Improved responsiveness to production-critical and business-critical demand.
- Increased service reliability across production, quality, engineering, research, and testing.
- Separated true capacity constraints from delays created by workflow and prioritization.
- Reduced pressure to add resources as a workaround for excessive turnaround.
- Established transparent priorities tied to customer need and operational risk.
- Created a repeatable control system for sustaining turnaround performance.