Problem: As one generation succeeded another, the pressing need to improve Operations moved to the front burner. All performance was inadequate.
Solution: Becky was engaged to turn around Operations while preparing the 3rd generation first-time plant manager to grab the reins. We defined short-term, medium-term, and longer-term visions of Operations. That establishment of common view, and how intermediate steps would look, was a critical first step. We then defined the strategy and tactics to get there. Priorities, roles and responsibilities, and interface with sales, finance, and administration were all addressed.
Result: In less than 60 days increased output and improved quality resulted in improved on-time delivery and reduced costs. The operation showed a profit for the first time in years and the new plant manager knew how to continue that performance.
If this kind of thinking can help you, email Fulcrum.
