Business Conditions

We are able to help you rationalize and consolidate new acquisitions. We can also bring an objective, outside perspective on organization and resource utilization to a new management team or quickly help senior operations personnel spot and take full advantage of opportunities for process improvement. For private equity firms, we can rapidly help them to increase the value of their holdings.

Our rapid deployment methodology is particularly applicable to turnaround situations where time is of the essence. Typically we’re able to make significant improvements in reducing cycle times, increasing throughput, raising quality, eliminating waste, improving yields and cutting costs in a very short period of time.

By eliminating nonvalue-added activities, installing world class operational techniques and practices, and getting optimal throughput from existing plant and equipment we’re usually able to sustain (if not raise) production levels with fewer human resources.

Many of our clients find themselves with too many priorities competing for too few resources. This is where we can add considerable “horse power” in the form of experienced outside resource that can work alone or as part of an internal team.

For those companies in transition, we offer not only our breadth of experience over several decades working with dozens of business models but the best practices we’ve acquired from all models. This, coupled with our ability as change agents to train and facilitate, plus our M-Abler® distance learning platform, uniquely qualifies us to help organizations successfully undergo major transformations.

All companies face systemic problems (e.g. high scrap rates, low yields, etc.) at one point or another. But, many find themselves unable to objectively examine their processes and potential shortcomings with internal resources and, so, turn to us for an unbiased assessment.

So often poor quality is a symptom of something else whether it’s shortcomings in design and engineering, defects in raw materials or components, poor tolerances, or somewhere else in the manufacturing or distribution process. That’s why it makes sense to bring in an outside resource experienced with the whole supply chain

Operational shortcomings generally lead to financial shortcomings. That’s why we take such pains to link the value of the operational improvements we make to our clients’ financial metrics and, wherever possible, to their balance sheets. It’s only then that the true contribution of a reduction in cycle time, improvement in throughput or yield, or a reduction in unit cost or waste, can be fully appreciated.

We know no better way to combat a competitive threat than through adopting and implementing “best in class” operating practices which almost invariably lead to more satisfied customer and shareholders.

For those companies that prefer to use internal teams to accomplish self- or management-directed improvement initiatives, we can train, facilitate or augment with additional manpower as appropriate.

You may face a business condition unlike any we’ve described or that is a hybrid of one or more of the above. If that’s the case, you’ve come to the right place because through our three phase process i. e. discovery, feasibility study, implementation, working together we will find the right solution.

To see how we’ve assisted other clients facing these and other business conditions, you may want visit our Case History Library, or contact the Business Development Executive nearest you.