For every management team, it all comes down to MEETING EXPECTATIONS.
Our Opportunity-Based Approach to Improvement helps you meet expectations for equipment performance, cost containment and cooperation between departments, which increases the bottom line AND management credibility.
We help you capture hidden production capacity, reduce excess costs and create a culture that sustains change.
"Kay helped our managers “see the world differently” and zero in on the "best value opportunities”....Peabody Energy
Click Here for Problems We Help Solve
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NEW MANAGEMENT TRAINING Series - Coming in July!
Strategies for Meeting Expectations, Removing Barriers and Creating a Culture Focused on Opportunity!
SERIES TITLE: "OPPORTUNITY FUNDAMENTALS - Equipment, Cost, and Culture"
- Management Teams Learn How to:
- Find Hidden Equipment Capacity and Avoid/Postpone Expansion Capital.
- Select and Trend Key Measures tied to Improvement Opportunities and Expectations.
- Identify Recurring Problems that Steal Production and Increase Cost.
- Remove Barriers Between Departments to Improve Productivity and Working Relationships.
- Connect Improvements to Budgets, Capital Requests, Training Programs, Communications, etc.
- Manage Change Like They Manage Operations.
NEW BOOK!
"BUILDING AN OPPORTUNITY CULTURE - Addressing the Barriers that Steal Profits and Prevent Sustainable Change"
Finally, a Management Guide that uses non-technical case studies and personal anecdotes to reveal organizational barriers usually only discussed behind closed doors. These same barriers often hide improvement opportunities worth millions of dollars, sabotage change, and cause companies to continually search for "new and improved" improvement programs.
MONTHLY COLUMNS in the following publications:
- COAL PEOPLE MAGAZINE - "Below The Radar"
- NORTH AMERICAN QUARRY NEWS - "The People Side of Improvement"
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OPPORTUNITY: An odorless invisible element defined as a favorable set of circumstances present in business activities. The only element with an infinite atomic number and weight. When discovered and captured, it reacts with improvement programs and corporate cultures to produce a desirable green substance found in financial institutions.
Opportunities for improvement are found in 3 main areas: Equipment Performance, Costs, and Culture.
(Culture is driven by the quality of management execution, communications, working relationships, etc.)
12 QUESTIONS - How are you doing with EQUIPMENT, COST and CULTURE?
Does equipment sit idle because maintenance and operating delays are not managed? Are managers and employees unaware of how problems impact the bottom line? Do managers approve unachievable budgets or unneeded expansion capital? Do managers and employees accept problems as part of the process? Are your key measures disconnected from performance expectations or improvement opportunities? Do departments behave like silos and set goals unrelated to customer needs? Do employees spend more time reacting to surprises than executing the plan? Do process improvement teams lack follow-through on action items? Do managers and employees avoid talking about what really needs to be fixed? Do managers talk about supporting change but behave as if they don't? Are budgets, capital approvals and incentives left out of the improvement scope? Do managers lack skills to "manage change like they manage operations"?
IF YOU ANSWERED "YES" to any of these questions, your company has:
Hidden opportunities to improve operational, financial and organizational results. Managers and a workforce that are not aware of the value of lost opportunity. Improvement projects that will not be successfully implemented. Hidden organizational barriers that prevent sustainable culture change. Expectations for improvement benefits (operational, financial, cultural) that will not materialize.