Leaders are always challenged with improving the productivity of their business. Historically, productivity has been thought of as improving the output of people in the organization. But productivity is about realizing more with less:  Fewer people, less overhead cost, less working capital, and various other measures. My view is that the productivity of your business is really measured in terms of $ of revenue/ $ of cost. The higher the number, the better your productivity. Productivity isn’t just about people anymore. It is about people, systems, and processes throughout your business: Back office, supporting functions, sales, marketing, product development, the shop floor and throughout the supply chain. The productivity cycle below is applicable to any business process.

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• Development of one Most Important Goal
• Creation of business strategies to support it
• Full engagement of stakeholders
• Application of Value Stream Mapping to close operating and strategic gaps
• Identification of an increase of $105M in Enterprise Value

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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

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

Question: Does your company have an opportunity to streamline business processes and staffing?

Answer: Every company has the opportunity to streamline business processes and staffing, regardless of what the economy is doing.

In every business we have worked with over the last 20 years, …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

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

In the next few weeks, companies with under 500 employees will start receiving payments from the Paycheck Protection Act and all companies will continue to make important decisions on how to structure themselves to deal with the current downturn and prepare themselves for the future (Here is one view of the future …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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