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What if you could create an environment where your workforce relentlessly embraced a self-motivated, problem-solving mentality that made change possible and enabled each employee to make a difference? What if you could get a 25%+ boost in productivity and throughput without investing in new equipment? What if quality, cost, and speed didn’t have to be false trade-offs?
The old ways of improving manufacturing performance are no longer sufficient. Amid unpredictable shifts in demand, supply chain challenges, automation needs, competition for top talent, swings in geo politics, intensifying global competition, and the adoption of new regulatory standards your customers still demand more, cheaper, better, faster. Organizations are on an endless hunt to find every incremental time and cost savings possible, but the low-hanging fruit has already been plucked and traditional continuous improvement methods only drive refinements of incremental progress. But what if this didn’t have to be so?
We know that operational excellence can be achieved through engagement instead of enforcement—and attracting and retaining talent depends on it. Whether you’re trying to get the most out of antiquated equipment in an under-capitalized environment or unveiling a new system, achieving operational excellence requires a focus on five elements: customers, people, culture, work processes, and equipment.
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Kotter works with leaders across the manufacturing sector to drive meaningful change. We’d be happy to discuss a challenge your business is facing.
How Manufacturers Win In The Face Of Uncertainty
Come tariffs or even a Turkish coup, here are three ways that manufacturers can stay ahead of the competition even while facing uncertainty in the global landscape.Read it on Forbes
The Most Important Catalyst For Supply Chain Transformations
Companies from P&G to Apple have centralized teams intensely focused on supply chain transformation over the past few years—so much so that it is not as much a strategic advantage in and of itself any longer, but a basic necessity to compete in the market today.Read it on Sourcing Journal
Looking Beyond The Usual Suspects: An Evolved Leadership Perspective
To what extent are you unconsciously placing a value judgement on who can and cannot add value, thereby unintentionally limiting the height of many of your colleagues’ “capability ceilings”?Read it on Forbes
How Coty Reinvigorated Its Supply Chain
It can sometimes seem like magic when we get the right people together with the right attitude, motivated to work toward a common goal. The experiences of global beauty company Coty Inc., where one of us is Vice President Supply Chain, suggests this “magic” can be repeatable.Read it on HBR