Posts written by TGG

From our experience at TGG, companies often recognize their biggest challenges but lack the internal resources to address them effectively.  That is, resource optimization has not been identified as a constraint.

High-performing / high functioning individuals are overloaded with work, while many leaders remain underutilized due to insufficient training in scoping, measuring, and solving complex problems.

Speed in an organization—particularly in responding to customers—can be measured by the bandwidth of problem solvers available. To address these challenges more effectively, it’s crucial to train more problem solvers and develop cross-functional collaboration.

Tools for Solving Challenges

There are various ways to develop your people, but one essential tool to start with is scoping. “Use only as much tool as you need.” If the solution is known, employ a simple tool. If the solution is unknown, begin with discovery tools to scope the problem’s size.  

At TGG, we use two primary tools:

1. Tool Selection Matrix: This matrix describes common problems and the tools to address them.  Per the statement above, this matrix allows the problem solver to consider numerous methods to measure the problem.  Development of a high level SIPOC with a cross-functional team may be enough to identify areas of concern and then simply add more process measurement. 
2. If the challenges the organization face are serious to the health and/or survival of the organization, then the team must determine how long the solution will take to implement.
3. Project Type Matrix: This matrix starts with a simple question.  Do we know the solution?  If the answer is yes, then form a team and begin the work.  If the answer is no, then more project definition is required.  This matrix also explains that changing the culture is always part of the solution. Without addressing cultural change management elements, new solutions are likely to fail.

Story of Success

“Widespread fast” remains a popular approach. At TGG, we recommend multiple waves of problem-solving training with two main goals: increasing the number and bandwidth of problem solvers and internalizing this training.

We welcome a phone call to discuss your most complex challenges. It’s likely we’ve encountered similar issues with other clients in the past.

To achieve our key financial milestones over the next year, we must address the challenge of turning known EBITDA targets into actionable plans. Often, organizations lack a clear implementation plan to meet these financial goals. As the saying goes, “hope is not a strategy.” So, how can your organization overcome this challenge?

One effective tool is the “Paynter” matrix, which we have developed specifically for the finance community. This matrix lists profit and loss line items on one axis and current projects on the other. For large organizations, this can include 30 to 40 active projects, each driven or co-led by Green Belts. Projects are linked with an “X” to indicate which P&L areas they impact. This visual tool makes it easy to see if there are projects supporting specific financial improvements, such as reducing scrap expenses.

All strategic projects must have a financial justification approved by the controller or CFO. Another valuable tool is the X matrix, which lists strategic goals, projects, and leaders. At TGG, we use a custom template with a Gantt chart inset to track project timelines. This ensures no champion or sponsor is overloaded, no quarter has an unreasonable number of projects, and everyone on the management team knows their expected individual and team contributions.

Building on the information above I want to paint another picture for you.  How often are you unprepared for an important meeting with your boss or your bosses’ boss?  Typically, the answer to that question is – not very often.

At TGG, we build a “wall of fame” listing future projects to be completed in the next 3 to 9 months, including the project name, problem statement, champion, project leader, and team members. This visibility and accountability typically lead to teams exceeding expectations. Just like that upcoming and important meeting with your boss, these teams typically will be very well prepared to deliver project results.

With proper coaching and data analytics, teams can identify root causes, develop solutions, and achieve the key milestones we’ve discussed.

For more information, feel free to contact us.

What are the company’s top priorities for the next quarter, and how do they align with the long-term strategy?

Why is this a recurring, challenging question? Many companies struggle to effectively communicate their strategic vision beyond the C-suite and sales teams. This challenge arises because:

• The vision is not documented.
• It changes frequently.
• It lacks the essential elements to capture employees’ attention.

Tools to Address This Challenge To overcome these obstacles and ensure stakeholder alignment, we utilize several tools:

• Hoshin Planning (Policy Deployment): This process results in an X matrix and typically requires a 3 to 4 day strategic planning workshop.
• Storyboards: We use these to further explain the AIP’s (Annual Improvement Plans). Assigning AIP champions is essential.
• Communication Templates: These ensure consistent messaging and stakeholder engagement.

Success Story An illustrative example, albeit dated, is the “I’m Spartacus” scene. While fictional, it effectively demonstrates solidarity and collective identity. This scene underscores the power of unity and shared purpose.

To ensure strategic clarity, we recommend:

• Written and Publicly Posted Strategic Matrix: This should be free from confidential financials and supported by a detailed A3 storyboard, also publicly posted.

Principles for Effective Strategy Communication To make your company’s long-term strategy understood and embraced by employees, it should:

• Be initiated by leadership from the top.
• Be comprehensive and detailed.
• Be inspiring and positive.
• Include the three persuasive components: logos (logical, data-driven), pathos (emotional appeal), and ethos (authenticity).

By following these principles, you can foster a deeper understanding and commitment to the company’s strategic vision among all employees.

In today’s fast-paced world, sustaining improvements is paramount. With a unified software system, businesses gain the ability to effortlessly track and measure progress. From streamlining processes to optimizing workflows, this cohesive approach empowers organizations to make data-driven decisions, foster innovation, and achieve long lasting success. Harness the power of a single system and unlock your company’s full potential to sustain the waves of the economy. 

What makes sustainability difficult? 

• Hiring new managers & employees
• Changes in customer needs
• New competitors in your marketplace
• New software & new equipment

All of these ‘changes’ in our management systems make sustainability of results difficult. One solution? Lean management software that allows you to complete *simple audits that keep your organization on track and making money. 

Compass is a suite of tools that allow measurement, standardization, governance, audits, and learning to occur within a Lean Management System that is customized to your business. You select the tools that you need and allow Compass to do the rest. 

Let us help you make the improvements stick. 

https://www.guthriegroup.com/software/compass/ 

In today’s digital age, software has become an indispensable tool for improving productivity and efficiency. With the right software, individuals and organizations can automate repetitive tasks, collaborate in real-time, and analyze data to make better decisions. From project management to customer relationship management, there are software solutions for almost every task imaginable. By leveraging software, individuals and organizations can save time, reduce errors, and improve their overall performance. The key is to choose software that is user-friendly, reliable, and tailored to the specific needs of the user. 

One of our proprietary software solutions is our very own TggLSW. TggLSW is a web-based software that integrates directly with Microsoft Outlook and allows you to build strategic alignment through defined roles and responsibilities. 

Our process in 5 steps:

1. Build Strategic Alignment
2. Build Local LSW Outlook Calendars
3. Assign and Download Tasks into Outlook
4. Analyze Each Category Using Data from Outlook
5. Plan-Do-Check-Adjust… Make Improvements

Call us today to get a FREE demo on this software and to learn more what it could do for your business!

Which inventory should you stock? How much, of each type, should you store in raw materials, work in process, and finished goods? How often should you schedule production? What is your stocking strategy? 

These were the questions posed to a manufacturing company during a recent Runner, Repeater, Stranger Inventory Analysis engagement.

The objectives of this engagement:

• Have enough inventory to ship, consistently, to customers
• Improve transparency of data and accuracy of information
• Build more trust in the process and create a system they can all utilize and build
• Increase profitability
• More independence from factory orders

During the analysis tgg and the company:

• Reviewed 18 months of shipped demand
• Corrected misidentified ‘strangers’ and modified the dataset
• Computed RRS classifications and Kanban min/max classifications
• Initiated initial stock order

By the end of this four-week engagement the company had:

• Lean overview training
• Increased refresh rates for both inventory & spare parts from every 24 hours to every hour
• Reviewed info inventory codes
• Reviewed current ways to check inventory

Graphs and Report Outs

The below graphs represent the data from the analysis. This side-by-side comparison for each type (Runner, Repeater, Stranger) shows weekly shipped orders on the left with the coefficient of variation on the right. 

If you had difficulty answering any of the above questions, the Runner, Repeater, Stranger (RRS) Inventory Analysis might be just the tool for you. With this thorough statistical analysis, tgg can help your organization not only answer ‘how much inventory’, but also create a standard run strategy and schedule to maintain these levels. Move from 4+ weeks of lead time with 25% forecast accuracy to 1+ week lead with 75% accuracy. 

Click here to learn more about the RRS Analysis or contact us!