During any optimization project, management is under intense pressure to address challenges such as defining priorities and quickly identifying and capturing synergies.  In addition, special attention has to be paid to addressing cultural change and controlling business risk in the new processes.

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Important Factors

  • Companies tend to treat cost optimization as a mechanical process that occurs by osmosis.
  • Most companies underestimate the complexity of manufacturing optimization, and as a result often make two key mistakes:
    – They delegate responsibility for the project too far down the
    organizational hierarchy.
    – They try to fold the managerial tasks associated with an optimization into the existing management.
  • Executives assume that logic and facts will win the day: communicate the strategic rationale of the optimization and most employees will see the light and throw their weight behind it. But optimization is quintessentially about change, and change is an intensely personal and emotional experience. implementation team.
  • Successfully executing an optimization requires best-practice management in time compression, especially when cost reduction is paramount. And this demands not only topflight senior leadership but also a dedicated implementation team.
  • Impact on employees invariably add to the emotional cauldron, sometimes with explosive effect. Understanding the cultural differences between the management and employees— how their beliefs, behaviors, and expectations differ—is an essential foundation for developing an effective, targeted optimization strategy. How these “softer” human issues are managed is arguably the most decisive factor in the optimization.

There is no such thing as a one-size-fits-all approach manufacturing optimization

Each project has its own speed, style, focus and  rhythm.

An optimization that is driven primarily by production line cost reduction will require a very different approach than one in which front end business process related. 

In any optimization, implementation must be rapid, with an aggressive timeline. Generally, if the results of the cost improvements are not being recognized 3 to 6 months after project start, the outcome is unlikely to be successful. To meet this objective, clients need to approach the optimization in a fast paced, rapid transformation mode.

Key Considerations

.1

What is the best way to quickly realize the strategic objectives of the project?

.2

What must be integrated quickly?

.3

How to best integrate the newprocess and deal with conflicts?

.4

How to engage key talent during and beyond the optimization process?

.5

How to keep employees focused on business and customers during the optimization process?

It is widely known that roughly half of all optimization projects fail to deliver shareholder value and that about one-quarter actually destroy confidence. It is also no secret that there are tried and tested methodologies for successfully completing projects.

The TPCG System is simple in its approach, yet thorough enough to undercover true root cause(s) and create sustainable long-term countermeasures.

Our manufacturing professionals with OEM, Tier 1 and Tier 2 Senior Management 
experience use a 5 I’s system:

  • INVESTIGATE
  • INTERVIEW
  • IDENTIFY
  • INFORM
  • IMPACT

We work with companies that are in any stage, companies having recently been acquired and companies looking to improve their current performance through operational excellence initiatives. We assess and implement operational and business process improvements. We work with companies at all levels of their operations, supply chain and program management organizations to define and implement business improvements. We implement strategies that increase productivity, eliminate waste and create value at all levels of the organization.