1. Identified $4.9M in process improvement savings, a 17% productivity improvement
2. Increased throughput between 25 and 100%
3. Increased First Pass Yields between 15 and 60%
4. Redesigned multiple workstations and processes …Read More

Strategic thinking, operational excellence, continuous improvement, and employee engagement have many things in common. They are all driven by a core set of inextricably linked operating principles. They: …Read More

Lean Deployment is the implementation of a prescribed set of Lean Principles throughout a business and the engagement of all stakeholders (employees, vendors, temps, contract workers, 3rd party providers and customers) in that deployment. Lean Principles are a set of guidelines and best practices for optimizing the efficiency and effectiveness of processes in business and manufacturing. …Read More

Kaizen is a process improvement methodology where stakeholders (customers, suppliers, employees and contract workers) at every level work together to implement process improvements at the business level and on the shop floor.  These improvements may be …Read More

Change happens. Every business environment requires continuously changing strategies, processes, tools and skills. Implementing a Continuous Improvement program is one way a company can harness their response to change and create competitive advantage. As companies launch Continuous Improvement programs, they need to have a plan. Effective programs require the following 5 elements leading to successful and sustainable …Read More

Focusing on one methodology for continuous improvement can limit progress, diminish innovation and restrain the organization’s ability to realize its full continuous improvement potential. In Part IV of this series, we talk about using the best practices and best tools for your Continuous Improvement program. Continuous improvement best practices include: …Read More

At Group50®, we have brought back to life an old form of Value Stream Mapping called the Brown Paper Exercise. Long before computers were invented, the only way to do Value Stream Mapping was on paper.  Utilizing paper allows you to be produce maps that are not limited to the size of a computer monitor or projection screen. It is interactive, fun and can be done via a hybrid model of in-person and virtual. 

Group50’s Brown Paper Exercise is an important tool that we use every day in process reengineering. It is part of our Value Stream Mapping process.  It provides an engaging, non-threatening way for …Read More

The most successful way to look at unneeded business processes and their costs to the business is through a Value Stream Mapping (VSM) project. VSM provides a clear view of how various business processes are related to each other and assesses the need for those processes and how efficient they really are.

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Purchasing Best Practices were important to two supply chain optimization projects we recently completed for a University and a $400M manufacturer of consumer products. All companies purchase goods and services and have various organization structures, business processes and technology backbones for handling it.  In both projects, these were significantly different from each other. Irrespective …Read More

In Part V of the series on Driving Continuous Improvement, we discuss the importance of utilizing the right combination of continuous improvement tools and data. This is where the rubber meets the road. Once you have your program aligned with your business strategy and …Read More