Consulting

Our experience within management consulting spans across both service and manufacturing industries. Regardless of the business process, improvements are within your reach, and we can help.

Which problem areas resonate most?  Where are areas in your process where 50% reduction in lead time are possible? What can be done to identify and reduce the source of errors discovered by your customer? Do you really need to have employees on overtime or can production demands be met on straight-time?

Manufacturing:

  • New services / products
    • Our manufacturing capabilities are inconsistent
    • Product development time is too long
    • Maintenance and operations don’t have the capabilities to support the new products
  • Customer order
    • No standard format for receipt of customer orders
    • Quoting = research project
    • Customers cannot view the status of their order
  • Scheduling
    • The forecast is (really) wrong. 35% accuracy on a good day
    • Wrong inventory types and amounts on hand
    • Batch sizes are too large
  • Design
    • We don’t have enough capacity – we don’t have the right capacity
    • We use 42 shades of white
    • BOM errors are not corrected which cause recurring problems
  • Manufacturing
    • Travel distances in manufacturing are …. not short
    • We reward firefighters – the very behavior we are trying to prevent
    • The front office is consuming 80% of our promised lead time
  • Maintenance
    • Rewarding reactive fire fighting
    • Data collection and use is very poor
    • Maintenance is under-manned, under-funded and under-trained
  • Logistics
    • Expediting is the normal mode of business
    • Inventory $’s are too high – and at the same time service levels are too low
    • We have 100’s of suppliers – our network is simply too large
  • Accounting
    • Needless reporting, reporting (did I mention reporting)
    • Duplicate invoices / payment errors are the norm
    • Standard pricing is incorrect and deeply flawed

Transactional:

  • New services
    • Customers waiting too long
    • Customer requirements not understood, not documented
    • We don’t measure like our customers
  • Customer order
    • No standard format for receipt of customer orders
    • Quoting = research project
    • We enter the order into 4 different systems
    • Customers cannot view the status of their order
  • Scheduling
    • Shifting priorities & break-ins are the norm
    • We can’t see workload / delays for each department
  • Order processing
    • Duplicate entry into multiple systems
    • Receipt of information from customer incomplete, includes errors
    • Email. Email. Email.
  • Customer review
    • No visibility of status
    • Delays waiting on the customer
    • Redundant / duplicate file attachments
  • Transfer information / files
    • File formats have not been standardized
    • Font library discrepancies
    • Lost / duplicate / out of revision files
  • Accounting
    • Month end close takes too long
    • Duplicate invoices / payment errors are the norm
    • Standard pricing is incorrect and deeply flawed

Equipment Reliability:

  • New Equipment Design
    • Whoever designed the new equipment obviously never had to service any equipment
    • The repair parts are only identified by manufacturer part numbers
    • Detailed maintenance manuals are:
      • Not available
      • Only in hard copy
      • Only in soft copy
      • Not specific to this particular machine
      • Not written in English (or Spanish, or French, or whatever language is needed)
  • Management Metrics
    • OEE is better than world class but a considerable amount of scrap is generated
    • There are three different versions of unplanned downtime depending upon which report you look at
    • Operators don’t know what OEE means or how they might affect it
    • A lot of money is spent on maintaining old equipment but, we aren’t sure if the spend is justified
    • No one knows what an hour of lost production is worth
  • Maintenance Basics
    • Only the mechanics can work on the machines
    • No one knows if there is supposed to be fluid in a chamber of the FRL
    • Purchasing got a good deal on lube oil but didn’t ask maintenance for the design specs
    • The maintenance team is scheduled to work 6 ½ days per week, every week
  • Developing Skills
    • A lot of knowledge is going to walk out the door when the old guys retire
    • We are too busy to conduct any evaluations after the equipment is up and running again
    • Planned maintenance always takes longer than expected

Please contact us today so we can build your problem statement and objectives you want to achieve.

Define your Problem Statement.

The first step towards breaking your organizational log jams is identifying and verbalizing the challenge you're facing. What are you trying to solve? This simple Problem Statement exercise can have profound implications for your team. It helps you define the issue and gives TGG some sense of where the soft spots could be in your Order to Cash process. We invite you to take a few moments to fill out this form. A TGG consultant will contact you shortly to discuss your Problem Statement and provide some insight on how we may be able to help.

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