Why Chase Lost Opportunity?

There are several answers to this question:

You have an existing inventory of hidden opportunities and "free" growth capacity, potentially worth millions of dollars. These dollars are hidden because monthly reports contain stats and dollars on actual performance, not process potential.
The Value of Lost Opportunity is always greater than you think.
Expansion capital can be avoided or postponed by tapping into hidden capacity that you have already paid for.
Missed Opportunities are "Blind Spots" that prevent decisions that optimize performance and culture.

15 QUESTIONS - How are you doing with EQUIPMENT, COST and CULTURE?

DOES EQUIPMENT SIT IDLE because maintenance & operations don't manage delays or work together?

Are managers and employees UNAWARE OF THE BOTTOM LINE IMPACT of recurring problems?

Do managers approve UNACHIEVABLE BUDGETS or request UNNEEDED EXPANSION CAPITAL?

Do managers and employees accept some problems as "PART OF THE PROCESS"?

Do key measures track production, cost, and quality but IGNORE MISSED OPPORTUNITY?

Do departments BEHAVE LIKE SILOS and set goals unrelated to their customers' needs?

Do managers and employees spend more time REACTING TO SURPRISES than executing the plan?

Do managers or process improvement teams FAIL TO FOLLOW THROUGH on action items?

Do managers and employees avoid talking about what REALLY NEEDS TO BE FIXED?

Do PROJECTS BECOME STALLED when more than one department is involved in the solution?

Do improvements included in the budget often fail to materialize, HURTING MANAGEMENT CREDIBILITY?

Do VPs, managers, and superintendents talk about supporting change but BEHAVE AS IF THEY DON'T?

Do OPERATIONS and MAINTENANCE FIGHT ABOUT RUN TIME instead of OPTIMIZE IT?

Do OPERATIONS and MAINTENANCE FAIL TO GET THE SUPPORT THEY NEED from PROCUREMENT, ENGINEERING, etc.?

Could SUPERINTENDENTS and SUPERVISORS benefit from MANAGEMENT COACHING on CHANGE AND CULTURE?

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

If you answered "YES", I can help solve your problems!

The Value of Lost Opportunity is greater than you think...
Each year, millions of dollars in profit that could have been reported to shareholders never make it to the bottom line. These dollars equal lost margins for products that could have been produced with existing capacity (but weren't) and dollars spent that could have been saved (but weren't) for a variety of reasons.

How can millions of dollars be missing from the bottom line without anyone's knowledge (even the CFO)? The answer is simple: the general ledger does not report what did not happen and hides excess dollars that could have been saved.

Potential Profit - Losses From Recurring Problems = Actual (Reported) Profit

How many millions in profit are missing from your annual report?

Truths About Opportunity and Improvement:
Are You Ready for a Revelation?

Improving performance depends on people, not equipment. It's that simple and that complicated. One reason that many improvement initiatives fail to deliver expected results is that they focus mostly on equipment performance (making equipment run faster and longer), rather than on the people's role in improving equipment performance, regardless of the sophistication and cost of any improvement initiative (Six Sigma, Lean, etc.)

You can't capture what you can't see and you won't fix what you believe is not fixable.

Paradigms define opportunity and determine which problems end up on your list of improvement projects. That's why an emphasis on the "people side of improvement" is critical for successful projects and sustainable improvement. If people fail to recognize or acknowledge a problem as an opportunity for improvement, then the dollars associated with that problem remain unknown and uncaptured...forever. Reasons that recurring problems are overlooked or under-valued include:

An organization's definition of opportunity,
The level of awareness about the value of losses,
The acceptance of problems as "part of the process",
The freedom to speak honestly about what needs to be fixed,
How well departments work with each other, and
How the management system is executed.

Example of an overlooked problem:
This example illustrates the power of paradigms on the recognition of high-dollar problems and how millions of dollars can be missing from the bottom line without anyone's knowledge.

The 10-Minute Million Dollar Problem

At one of the operations that we worked with, the start of shift change was delayed by 10 minutes every shift (it was a 3-shift operation). Managers and employees got so accustomed to the delayed start time that they accepted it as "part of the process" and even budgeted for the delay. They said "it was only a 10-minute problem that seemed irrelevant compared to a 2-day breakdown of a major piece of equipment." Let's see what a 10-minute problem could be worth...

10 minutes lost per shift = 30 minutes lost per day = 180 hours lost per year.
For a high-margin product, ten minutes of run time was conservatively worth $25,000, and 180 hours of run time was worth $27,000,000 in lost margin.
This operation did not know they were missing this huge opportunity for improvement until we measured and valued it. They had been losing 10 minutes per shift for several years and did not recognize that millions of dollars of profit were missing from income and cash flow.

See Problems We Help Solve for more examples.

OPPORTUNITY: An odorless invisible element defined as a favorable set of circumstances in business. 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.