Large-Scale Insourcing & Process Build
Mobilizing Talent to Solve a Strategic Cost & Productivity Challenge
Multi-Billion Dollar Healthcare Manufacturer
The Problem We Had to Solve
A multi-billion dollar healthcare manufacturer identified a significant cost and productivity opportunity by bringing work in-house that had historically been performed by an external supplier.
The opportunity was clear. The execution was not.
This was a highly technical, strategic initiative that:
Required deep engineering and operational expertise
Needed to be built from the ground up
Carried real execution and business risk
Had to launch quickly to capture the financial benefit
The biggest constraint wasn’t ideas or funding—it was capacity.
There were no dedicated teams available to step away from day-to-day work and build an entirely new process. And this wasn’t work that could simply be handed to consultants or temporary resources.
The organization needed a way to solve a critical business problem without pulling people out of the business—and without compromising quality or speed.
How We Approached the Work
Instead of asking, “Who can do all of this work full time?” We asked, “What expertise already exists—and how can we mobilize it differently?”
The Core Idea
The right talent already existed across the organization
The real constraint was availability, not capability
Small, focused time commitments—if structured well—could unlock massive progress
This led to a Kaizen-based talent mobilization model that balanced execution with development.
What We Did
Mobilized the Right Talent
Working across multiple sub-teams, we identified individuals with the exact technical expertise needed—engineering, manufacturing, quality, operations, and supply chain.
Rather than creating a full-time team, we:
Asked for small, defined time commitments
Deployed people in focused Kaizen bursts
Built rotating, cross-functional teams aligned to specific problems
In return, participants received:
Direct coaching on running Kaizen events
Hands-on experience solving complex, real-world problems
Mentorship and exposure beyond their home functions
This created value for both the business and the people involved.
Delivered the Work Through Kaizen
Over approximately nine months, the work was executed through 10 Kaizen events, ranging from:
Short, targeted 1–2 day problem-solving sessions
To multi-day, week-long Kaizens for larger system design work
Across these Kaizens, teams:
Designed an entirely new end-to-end process
Engineered the technical workflow and documentation
Defined staffing models and skill requirements
Designed line layouts and material flow
Built sequencing plans to enable on-time launch
Developed inventory management and warehousing systems
All while carefully managing:
Existing supplier relationships
Tight timing tied to financial impact
Coordination across multiple teams and sites
The Results
What Was Delivered
In nine months, the organization:
Successfully launched a fully insourced operation
Built a multi-person production line and supporting systems
Implemented inventory and warehousing capabilities
Transitioned work previously handled by an external supplier staffed with ~20 people
Business Impact
$XXM in annual cost savings realized through insourcing
Improved control over quality, delivery, and capability
Reduced reliance on external suppliers
Faster learning and iteration inside the organization
People Impact
Dozens of employees developed hands-on Kaizen leadership experience
Technical experts gained exposure beyond their functional silos
Participants built confidence as problem solvers and leaders
A repeatable model for mobilizing internal talent was established
Why This Worked
This effort succeeded because it treated talent as a strategic asset, not a constraint.
Expertise was shared instead of isolated
Kaizen was used as both a delivery engine and a development tool
Coaching and mentorship were embedded in real work
Progress came from focused bursts—not burnout
Rather than waiting for the “perfect team,” the organization built capability while delivering results.
What This Means for Other Organizations
Many organizations see big opportunities but stall because they believe they “don’t have the people.”
This case shows a different path.
You don’t need more people.
You need better ways to activate the people you already have.
When problem solving, execution, and talent development are intentionally designed together, even large-scale, technical challenges become achievable.
This work reflects a core belief that still guides our approach today: The fastest way to solve big problems is to build problem solvers while you do it.
Closing
What teams experience when people and process come together
If you’re facing a problem that feels:
Technically complex
Culturally hard to move
Politically sensitive
Bigger than any one team
That’s often a signal that process alone—or leadership alone—won’t be enough. We’d love to explore it with you.
No sales pitch. Just a thoughtful conversation about what’s possible when people and process move together.
