Understanding and being understood are among the most basic needs of all people. The same is true for businesses wishing to execute well, adapt to change, and effectively execute the company’s strategy. A common business language aligns a company’s operating organization and connects it with senior leaders and other key stakeholders. Further, a common, performance-based language helps avoid …Read More

An executive once asked “at what revenue level does it make sense to adopt mass customization to improve business execution?” From the perspective of manufacturing products, it is one thing to be a “customizer” and quite another to be a “mass customizer.” Here’s how business leaders need to think about this issue.

It is possible to produce customized products with inefficiencies that only grow as …Read More

EL PASO, Texas, April 28, 2014 /NEWS – The Tecma Group of companies recently recorded a podcast with the Los Angeles-based CEO of Group 50 Consulting, Jim Gitney, regarding the growing interest in the global manufacturing trends of total cost of ownership and nearshoring. During the approximately thirty minute session, Gitney explains how the industrial site selection process is no longer an exercise in chasing low manufacturing wages around the globe in order to determine which country, or countries to produce goods in. He asserts …Read More

The Tecma Group of companies recently recorded a podcast with the Los Angeles-based president and CEO of Group 50 consulting, Jim Gitney, regarding current global manufacturing trends, such as Total Cost of Ownership, the growing interest in the concepts of “total cost of ownership” and “nearshoring.”
During the approximately thirty minute session, Gitney, explains how …Read More

The majority of organizations fail to consistently implement their strategic objectives. As a result, they are “Stopping Short Of Excellence^®“.
There are three primary reasons for this:

• A lack of a vision
• Clearly articulated strategies
• Engaged and accountable employees. In the short presentation below, !–more–>Jim Gitney, the CEO of Group50 provides more insight to these issues and reviews how organizations can create an effective strategic implementation process.

Any size company or non-profit is capable of achieving excellence with a little bit of guidance and a few basic approaches.

We can present this material to your senior leadership team, provide a one day workshop on creating a roadmap for your company to consistently achieve your objectives or do an audit of your current strategic implementation process.
If you would like to find out more about Group50’s process for consistently achieving your strategic objectives go here or contact us at (909) 949-9083.

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The Business Hierarchy of Needs ^® is a compilation of three levels of activities. As our work on effective strategic execution continues, we have found that most companies haven’t developed strategic execution and change management processes that provide consistent and effective implementation of their strategic objectives. Every organization …Read More

Continuous improvement programs are great for manufacturing but how do they apply to service businesses? The usual answer to this question is that process excellence works across functional silos. It is horizontal, transversal and industry agnostic. Although true, this answer does not always address the concerns of the leaders in service businesses and financial institutions.

In a recent article we …Read More

I was recently speaking with a client about Make vs. Buy. We were discussing when the appropriate time was for doing that kind of analysis. The natural assumption is that world class organizations are doing that kind of analysis whenever a new product program or a major new contract is being worked on. It should be part of every analysis to provide continuous feedback to the Manufacturing organization and the business’s executives. Make vs. Buy analysis will tell you …Read More

Situation Analysis: The cash desk of a Fortune 50 company processed 1,000 cash transfers per day and approximately $170B per year to its customers and vendors. Improperly executed wire transfers resulted in problems for the company and its customers. One such misstep was significant enough to get the attention of senior management. A team was assigned to correct these issues, and upon review, the team found:

• No clearly defined processes
• Low morale affected all team members who felt not recognized despite their constant efforts
• Outdated tools and absence of metrics

Project Approach and Findings: The team had limited time and resources available to do it right first time. The team decided to focus on several key elements: …Read More

• Plant production increased from 7,500 Grilles/day to 22,000 Grilles/day.
• 60+ products were redesigned and implemented with an average 12% cost reduction per unit.
• Units/employee tripled.
• Incident rates per hundred grilles were reduced 85%.
• Sales increased 7% and P&L improved by $30M, a 15% improvement year over year
• Service levels increased from 48% of 96%
• Completed in 11 months

…Read More