AMBE is an Onsite Advisory and Services Firm Focused on Operations and Product Technology for the Manufacturing Industry.

Expertise You Can Count On, Outcomes You Can Measure

Global resources for supplier development, high-impact project management, system analysis and improvement, lean manufacturing, and quality systems/problem solving. Enterprise level product technology and operational assessments, manufacturing information systems.

About Ambe

AMBE is a dual certified Minority Certified Enterprise (“MBE”) Offering Onsite Operations Advisory and Services with a Focus on the Manufacturing Industry. We have approximately 100 people who support projects globally and can deploy rapidly. AMBE’s team is based on experienced people that have lived these items directly in a wide variety of manufacturing environments. They bring independent world class industry knowledge and experience that allows companies to achieve their full manufacturing potential, whatever the scope of the project may be. Our work results in detailed, real-world actions that drive measurable success.

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Services & Solutions

AMBE works with companies to increase profit and help meet launch and production targets through manufacturing operations improvements. We also evaluate companies from a combined manufacturing and product technology perspective. Each client has received substantial returns – e.g. solved quality issues, increased production or expertly managed programs or transitions. If the project requires an upgraded manufacturing IT solution, AMBE provides that as well. In addition, AMBE brings enterprise level assessments and advisory from both an operational and a product perspective. We do this with a combination of our internal resources and strategic partnerships. These partnerships include the finance industry and the world's foremost source of product technology expertise - SAE International.

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Case Studies

AMBE has a strong track record as a multi-national operational problem solving and services firm for manufacturers. Some of our clients are large with established processes. Some are medium size where challenges have crept in due to rapid growth or other issues. To date, we have conducted about 300 projects in 22 countries for or on behalf of OEMs/Primes and extending deep into the supply base. Sometimes the project is for clients directly and sometimes deployed to their supplier (or even customer), depending on who is affected.

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Who we are

Our execution is straightforward: we bring the right expertise (primary, middle or executive backed by the full AMBE team) - most of the time onsite. We integrate with client stakeholders and then execute, validate results, impart all lessons learned and exit - quickly, effectively and cost-efficiently.

Services & Solutions

Operational Issues Resolution & Improvements

Staffing & Turnkey Program Management

SAE Knowledge Network

Coming Soon...

Cost Effective, Flexible Terms,

Fast RESULTS

Case Studies


Tool Transfer

AMBE successfully performed a tool transfer from several OEM US plants to one of their other assembly plants in Mexico. In addition, AMBE successfully improved the quality of the stamped components and assemblies which prevented assembly issues at the body shop in the plant.

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Client Challenge:
The client needed to perform the tool transfer project on time to meet the start of production (SOP) date and obtain PPAP full approval before SOP.

AMBE Strategy:
AMBE used a comprehensive program management approach with all assembly plant departments, tool manufacturers and sob-suppliers. We coordinated and conducted periodic meetings with the OEM to review project status. We performed visits to the originating plants to review tools to be transferred and the quality level of the parts. We also worked directly with tool manufacturers at their location to ensure adherence to program requirements and conducted tool trials at the new location.

AMBE Critical Implementations:
AMBE developed and managed a complete APQP process in collaboration with all involved organizations and departments. We conducted assembly trials at the new assembly plant body shop to confirm there were no assembly issues. We also developed a complete PPAP set of documents for all part numbers to be supplied to Ford and confirmed part quality by conducting welding and metrology studies.

AMBE Driven Results:
AMBE utilized its extensive experience, attention to detail and driven approach to complete tool transfer 50% quicker than traditional expectation (six months vs one year). We fully met customer quality and production volume requirements and obtained full PPAP approval (no interim) one month before SOP.

Lean Manufacturing

In this case, AMBE successfully identified and implemented Lean Manufacturing principles for a Tier 1 torque converter manufacturing that was struggling with cost overruns and productivity issues.

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Client Challenge:
The client needed to achieve an efficiency rating of 0.6 man-hours per Torque Converter from current 0.9 man-hours and reduce WIP by 50%. Torque converters were being manufactured at a rate of 800 per week across 40 part numbers, with operations ranging from five seconds to two minutes.

AMBE Strategy:
AMBE improved product flow in order to line-balance processing cells with final assembly and inspection, thereby removing waste in the value stream.

AMBE Critical Implementations:
AMBE reviewed multiple manufacturing cells layout and performance. Also, the synchronization board performance was reviewed and training conducted where needed. Layout and process improvements were implemented and VSM was completed. Comprehensive data metrics were implemented and management and control of warehousing was established.

AMBE Driven Results:
All objectives were met, thereby allowing a 5 day, 2 shift operation and eliminating overtime and expedited shipping expenses.

Quality Improvements

In this case, AMBE successfully identified OEM driven body variation contributing to product noise issues. In addition, AMBE successfully improved supplier and sub-supplier processes and controls to minimize noise & related warranty costs.

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Client Challenge:
Our joint clients were an OEM and a Tier I supplier of roof systems that were dealing with a multi-component noise challenge and an assigned € 7.5 mm annual cost to the supplier. The client was challenged by a delayed SOP, an automotive press “drive evaluation” that was canceled and a long-term recall potential. Their management had spent considerable global corporate resources to resolve the issue over a one year span with no outcome.

AMBE Strategy:
AMBE employed a systematic discovery process including body variation analyses to identify relevant noise components and frequencies. We performed sub-supplier VDA 6.3 assessments, process mapping, and key component variation investigations. DOE tools were used, including Red X and statistical process analysis to identify process sensitivities and first time yield loss, including supplier process variation. Core functional departments were analyzed and processes integrated, including engineering, manufacturing, and quality to implement product improvements on a co-ownership basis. Noise signature analysis was used to identify and validate corrective actions. Ultimately, we worked concurrently with product design, manufacturing and product verification functions to achieve a system wide optimized result.

AMBE Critical Implementations:
Six Red X projects were conducted which allowed AMBE to differentiate and eliminate 19 OEM and supplier driven noise sources, leading to subsequent permanent corrective actions in sub-supplier manufacturing processes. AMBE’s body variation analysis identified critical noise causing dimensional factors, resulting in adjustments to the OEM body manufacturing process.

AMBE Driven Results:
We eliminated a combined 19 Tier I, Tier II and OEM driven noise sources, reduced annual OE assigned warranty costs by € 6 mm and reduced roof plant employee turnover by 25%.

Program Management

In this case, AMBE successfully provided comprehensive vehicle launch support across multiple product lines, at both OEM and critical supplier sites.

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Client Challenge:
Our Client was an OEM that was rolling out multiple vehicle launches with a complex list of critical suppliers in both the US and Mexico. The OEM needed a partner to provide ‘start-to-finish’ comprehensive support of the launches at multiple sites.

AMBE Strategy:
AMBE engaged in the change management process such that all communications happened effectively and interacting effects were identified and addressed properly for smooth integration. We were responsible for critical supplier management, including onsite staff for high priority responses and resolutions. We established onsite ‘issue prevention and resolution’ staff at multiple OEM assembly locations in the US and Mexico and worked in an integrated fashion with the end of line ‘management drive’ activities.

AMBE Critical Implementations:
AMBE was able to quickly observe, understand and discern vehicle, subsystem and component issues at the assembly plant, thereby allowing an effective determination of source site for issues. With a total of sixteen team members stationed and interconnected at four OEM assembly plants and twelve supplier sites, problem-solving countermeasures were quickly developed and deployed to the launch process in an integrated fashion. AMBE trained all critical suppliers with a comprehensive launch review process in addition to the quality tools and methods used during the launches. They have since demonstrated long-term improved performance and significantly reduced the need for outside intervention.

AMBE Driven Results:
AMBE was trusted as THE strategic launch partner for the OEM’s high profile product launch. All quality challenges were met below budget and within approved timing or sooner, leading to successful product launches.

Cost Reduction

In this case, AMBE successfully improved processes, controls, and organizational best practices to minimize scrap & warranty costs.

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Client Challenge:
Our Client was a Tier I supplier of brake systems with a corresponding high sub-component scrap rate (20%) and OE warranty costs (assigned supplier cost of $5 mm annual). They had customer dissatisfaction and potential product long-term recall ramifications. Their management spent considerable captive resources to resolve the issue over a two year span with no outcome.

AMBE Strategy:
AMBE employed a holistic and systematic discovery process including scrap analyses, sub-supplier assessment, process mapping, and investigated cost structure for each sub-component. Additional tools used to address the suppliers’ challenges included process sensitivity analysis, first time yield loss root cause analysis, supplier process variation identification, DOE determined warranty impacts, and process documentation. We identified and analyzed core and supporting functional areas within the organization including engineering, manufacturing, quality and purchasing. Finally, we concurrently examined and analyzed three interacting functional components of the finished product (i.e Product Design, Manufacturing, and Product Verification) to achieve an organizational and product level optimized result.

AMBE Critical Implementations:
AMBE was able to differentiate scrap caused between Tier I and Tier 2 sources leading to root cause analysis and subsequent changes in sub-supplier manufacturing molding processes. We did an exhaustive multi-cavity casting operational analysis and identified a defective mold cavity which was then shut down and taken out of production. Similarly, a multi-variate approach was used to identify a defective drilling operation and a substitute was engaged.

AMBE Driven Results:
AMBE achieved major process improvements over a three weeks project including a reduction in scrap from 20% to 2%. The annual OE assigned warranty costs were reduced from $5 mm to $200k. Also, the manufacturing facility achieved the same production with a 5.5 day 2-shift schedule (reduced from 7 days, three shifts).