May 2015

Whitepaper: Why Most American Continuous Improvement Initiatives Fail

It has been estimated that 70% of Continuous Improvement efforts such as Lean, Six Sigma, Agile Manufacturing and others fail to meet expectations. This happens for two primary reasons:

1) The Factory’s Operating Systems lack sufficient structure and are not conducive for Continuous Improvement. The Operating System is the array of policies, processes, people, and technology that are used to execute operations.

2) CI requires a high degree of Operational Discipline that, in the absence of a well-structured Operating System, is nearly impossible to cultivate.

How is Your Bottom-Up Lean Implementation Going? - The Discipline Factor

A recent poll conducted by Manuficient Consulting suggested that a "Lack of Leadership Buy-in and Commitment" was the #1 reason (38%) why Lean Implementations Struggle in America followed by an "Underdeveloped Workforce" at 28% and "Lack of Lean Expertise" at 11%. Click here for details on the poll's results. What does this say about the state of manufacturing in America - or even American culture at large?

Internal Lean Six Sigma Certification Program Implementation

Situation: Our client is an emerging CPG client that wanted to increase its internal Lean Six Sigma competency by providing supplemental training and certification to select members of its internal team.

Change Management System Implementation

Situation: Our client was a global leading CPG manufacturer who needed a process of ensuring that changes were being managed appropriately. There were significant losses in efficiency and exposure to quality risks due to multiple changes that were occurring at the facility such as packaging, product, and process changes.

Manufacturing Change Management: Leveraging Forces of Change to Grow

In manufacturing, change happens - rather you're ready for it or not. Sometimes these changes are expected and sometimes not so much. There are many forces acting on the manufacturing system (or any business system for that matter). These forces create pockets of pressure and vacuums that ultimately result in disruptions to the manufacturing system if not handled effectively.

fOS Part V - Improvement Systems: Accelerating to World Class Manufacturing Execution

Since this is the last and final installment of the fOS Methodology's approach to World Class Manufacturing Execution series, I'd like to start this post off in a special way - by listing my top five most favorite quotes about Improvement: