Manage Change Like You Manage Operations!

Successfully managing change is a lot like managing operations.

• Both efforts require a focus on equipment, processes and people. 
• Changing the way people work is the most difficult of the three. Equipment can be upgraded and processes can be reorganized,  but people come with behaviors and beliefs that create barriers to change.
  
• You would never engineer barrriers into systems and processes, so why wouldn't you want to give high priority to removing them to achieve your improvement goals?   

Our Approach to Improvement IS DIFFERENT...

• IT DOESN'T MAKE SENSE TO TRY TO MANAGE CHANGE without addressing the barriers that sabotage your efforts!
• WE SPECIALIZE IN REMOVING BARRIERS THAT PREVENT CHANGE, teach you how to find hidden capacity and link improvement tools to lost opportunity.
  
• WE CONNECT PEOPLE TO PERFORMANCE & PROFITS AT THEIR LEVEL, which changes what they fix, measure and talk about!
• WE HELP MANAGERS BE GREAT IMPROVEMENT LEADERS,  see the BIG PICTURE, meet improvement expectations and confidently sustain change.

• Equipment That Is Failing To Deliver The Promised ROI
• Hidden Losses Caused by Management's "Judgment Calls"
  
• Projects That "Died" Due to Lack of Commitment and Follow-Through
  
• Plants That Act More Like Competitors Than Customers and Suppliers
• Mixed Messages From Goals That Conflict with Improvement Potential

1. Are expectations for improvement set with the Board of Directors that never materialize?
2. Does equipment sit idle because maintenance and operating delays are not managed effectively?
3. Are managers and employees unaware of how problems impact the bottom line?
4. Do managers approve unachievable budgets or request unneeded expansion capital?
5. Do managers and employees accept some problems as "part of the process"?
6. Do key measures track production, cost, and quality but ignore missed opportunity?
7. Do departments behave like silos and set goals unrelated to their customers' needs?
8. Do employees spend more time reacting to surprises than executing the plan?
9. Do process improvement teams fail to follow through on action items?
10. Do managers and employees avoid talking about what really needs to be fixed?
11. Do projects become stalled when more than one department is involved in the solution?
12. Do managers talk about supporting change but behave as if they don't?

1 "YES" answer
can be worth millions of dollars to the bottom line!

If you answered "YES", you need our help!  Call or email us today!