Same thing where I worked, Delphi. When ever we made a new mold, we knew from experience most of what would be "breakage" parts. So since set up is usually one of the biggest costs of making parts, we made extras.Those extras cost next to nothing compared to having to make them later. Then the new management bean counters took over. Every thing was tracked in the computer. So anything that hadn't been needed for a certain time was scrapped. Millions of $ of spare parts. Plastic molding is kind of a luck thing, the molds can run for a long time with no breakage, then the luck runs out. And usually when you really need the production. So then with no spare parts, you have both the cost to make the parts, and the loss of production while they are made.While not involving retail goods, your story is reminiscent of the wire & cable factory I worked in. Most of the machines in that plant were dinosaurs. They were old, but very well designed and very well maintained. My predecessors in the maintenance department had put together a rock-solid maintenance plan and carved out a respectable portion of the plant, gated off, which stored all the spare parts. The majority of the machines came from Europe; primarily Germany and Austria, and a few French machines too. The parts for these machines were very hard to source, had unfathomable lead times, and were very costly.
Most of the other maintenance techs weren't comfortable replacing parts unless they were exactly a direct replacement, from the same manufacturer, same P/N, same exact everything. So they had identified and ordered in advance, everything that they thought might ever wear out or break over time. It never ceased to amaze me when, for example, a 1963 German Baumuller dual winding/dual voltage analog tachogenerator fails, and what'd'ya know, there's one on the shelf, been there since 1996, and the record of its order is filed away so we have a supplier and a starting point to order a new one (because our sales reps at Grainger and Applied Industrial would give us a blank stare) - and good thing too, because when we do order it from the German supplier, it's a bespoke item and it takes 6 months to arrive.
We had massive single-input, muliple output, multispeed gearboxes for the lineshafts on both of our most critical machines. They weighed more than our forklift and had 6-figure price tags. They were ordered in the early 90's for 1970's machines, from the same Austrian company who made them in the 70's, and the company shut down in the late 90's. These gearboxes literally irreplaceable, and were proven to last over 40 years in that application.
In comes this cancer born out of a university "think tank." Wet-behind-the-ears Manufacturing Engineers go out for a quick brainwashing session for a few days and come back chanting the mantra of "5S" and "Lean Six Sigma." We spent the next 6 months throwing away millions of dollars worth of "stagnant" inventory (critical spares). Their mandate was "If you haven't used it in the last 2 years, and you don't have any scheduled maintenance in the next 2 years that calls for it, throw it away." We had to get the forklift from next door to help us load those gearboxes onto the "scrap vulture's" (as we called him) truck as he grinned and rubbed his clammy hands together. We had a 40ft rolloff container that got hauled off every friday, full or half full. Brand new motors, drives, bearing assemblies, rebuild hydraulic assemblies, anything you could think of. Our detailed maintenance records bit us in the behind because if we tried to claim that something needed to stay (because "it had been used in the past 2 years" - which it hadn't), there was no record to back it up. In some cases we even had entire fully functional machines hauled off, because they were only used for special projects which only come up every few years. Anything that collected dust, had the red sticker put on it.
Our spare parts bay slowly shrunk from from ~10,000sf to ~1500sf, at which point they told us that the maintenance department was to relocate to a small ~3,000sf building across the lot from the plant. We are talking about 1,500sf worth of spare parts, 2,000sf of workshop/machine shop, and ~1,000sf worth of offices, that were located in the epicenter of the production floor - the most logical place for it, since nobody in the plant was ever too far from the maintenance office to go get help, and we were never too far to run back for tools, parts, to look stuff up on the computer, etc. We had to throw away even more parts, and tools, and office furniture, and cram ourselves into this tiny space. They set up an intercom so the operators could call us from wherever they were, and we had to push our tool cart across the lot to the plant to check it out.EX: Oh, the machine quit running? Ok hold on, I'll be there ASAP...10min later... Oh, hold on, the batteries in my DMM just died; be right back...15min later...Oh, never mind, the problem isn't electrical, I need to go get the computer cart and check out the PLC...30min later...Hey, it's raining outsite and I looked all over the maint. shack and we don't have any tarps for the computer cart. Do you guys have any here in operations?...20min later...Ok, I'm back, where did everybody go? Did I miss shift change AGAIN?! Oh well, whatever the problem was, we don't have the parts to fix it.
And guess what they did with all that prime real estate after they kicked maintenance out of the center of the plant? They demolished it! And what did they replace it with? NOTHING! They moved some machines around to get more space between them (you already couldn't spit from one to the other) and they pained a bunch of stupid lines on the floor. "Forklift parking" for 8 forklifts when we only had 3. "Full spool storage area" when full spools don't just "sit around" in storage; each cable is made to order and ships out once its done. "empty spool storage area" - for the empty spools that were stored outside for 40 years with no issue. "QC area" so that QC people who used sit right next to each other and pass parts between them, now had 6ft of separation between the workstations and the privilege of getting up and walking across to pass parts. And my personal favorite: "Crane Parking!" For the friggen overhead gantry crane!
I left shortly after that. I DO NOT miss that mentality. Totally bonkers! "oh it's for efficiency," "don't worry, once you get used to it, you'll see the beauty of it," "soon you won't know how you ever got along the old way!" BUll$k1T! I see the pitfall of companies like Sears, Radio Shack, et. al. not being willing to change, but come on! Can we get a side order of logic with our entree of change?!
But the bean counters saved a few cents while costing many dollars in the long run.