Kay Sever CMC CQIA, Sustaining Improvement, Mgmt Consultant, Speaker, Author

Improvement Begins with An Insight and A Decision To Change.

WE PROVIDE NEW INSIGHTS into opportunities to improve performance and
SUPPORT YOUR DECISION TO CHANGE with tools, skills and strategies that remove barriers and sustain improvement.

Manage Change Like You Manage Operations!

Successfully managing change is a lot like managing operations.

Both efforts require a focus on equipment, processes and people.

Equipment can be upgraded and processes can be reorganized, but people come with behaviors and beliefs that create barriers to change.

You would never engineer barriers into equipment, systems and processes. Why work around them to achieve your improvement goals?

We emphasize the PEOPLE SIDE OF IMPROVEMENT, the most complex element of change.

IT DOESN'T MAKE SENSE TO TRY TO MANAGE CHANGE without addressing the barriers that sabotage your efforts!

WE SPECIALIZE IN REMOVING BARRIERS THAT PREVENT CHANGE, including those caused by behaviors and beliefs.

WE TEACH YOU TO RECOGNIZE LOST OPPORTUNITY and link commonly-used improvement tools and methods to it.

WE CONNECT PEOPLE TO PERFORMANCE & PROFITS AT THEIR LEVEL, changing what they fix, measure and talk about!

WE HELP MANAGERS BE GREAT IMPROVEMENT LEADERS, meet improvement expectations and sustain change.

Are You Walking By The Most Important Things To Fix?

Your Highest Dollar Projects may be MISSING from your Project List:

Equipment That Is Failing To Deliver The Promised ROI

Hidden Losses Caused by Management's "Judgment Calls"

Projects That "Died" Due to Lack of Commitment and Follow-Through

Plants That Act More Like Competitors Than Customers and Suppliers

Mixed Messages From Goals That Conflict with Improvement Potential

12 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 how problems impact the bottom line?
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 managers talk about supporting change but behave as if they don't?

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

If you answered "YES", you need our help! Call or email us today!