Case study
Mirion: late delivery involved suppliers, rework, and cross-training
At Mirion Technologies (IST) Corporation, Detector on-time delivery to major customers was 50% in 2021. MI Cable subassembly production was identified as the main source of delay. [1]
What the investigation found
AMT conducted high-level process mapping with a cross-functional Mirion team around MI Cable subassembly production. The work identified late suppliers, elevated rework, and insufficient cross-training in critical operations. Additional cross-functional teams then took on the distinct sources of delay.
What changed
Supplier lead times were adjusted for post-COVID conditions. Teams investigated major rework causes and created training programs to increase coverage of critical operations.
- SupplyExpected lead times match operating conditions.
- ReworkTeams investigate the major causes.
- Critical skillsTraining increases task coverage.
How the change became part of the work
The training programs aimed to increase the number of people able to perform critical operations, alongside the separate supplier-timing and rework workstreams. AMT and Mirion established morning meetings in critical shop-floor areas to sustain the changes and gather employees’ improvement ideas.
How the result was measured
Detector on-time delivery reached 100%. The account separately reports on-time delivery stabilized and maintained above 90%.
The percentage is the reported Detector on-time-delivery score with major customers, beginning at 50% in 2021 and reaching 100%. The account does not define whether it counts orders, lines, units, or shipments, or which promised date is used. The separate above-90% sustainment figure has no stated observation window; it does not establish permanent 100% delivery or a result across all Mirion operations.
The documented result
Detector on-time delivery in 2021.
Detector on-time delivery achieved.
On-time delivery maintained, reported separately.
The operating decision
One delivery result can combine conditions requiring different responses. Supplier timing, repeated work, and skill coverage call for different operating changes. The sustaining meeting has a purpose: keep those changes working and bring emerging problems into view.
Which supplier, quality or skill conditions are converging on the same late job—and who owns each response?
If delivery dates keep slipping, the Diagnostic can compare selected jobs with the relevant supplier, production, quality, and staffing records. One recurring operating problem. Two weeks. $5,800.