Eight fixes for a fault everyone already knew
A 600 million euro measurement and industrial technology company had deliveries going out wrong. Everyone could describe the fault. Nobody had the bandwidth to diagnose it. Part three of three on where operational improvement stalls.
Thirty indicators for something everyone called a culture
A €14 billion fertilizer and crop nutrition company had continuous improvement at every site and no way to tell whether it worked. Everyone called it culture. Thirty indicators, six areas, four pilot sites, and two tools that stayed behind.
Sixteen factories, sixteen ways to fix a machine
A €400 million global chemical company ran maintenance sixteen different ways, one per factory, with assets only partly tracked and a team too short-staffed to fix it. Forty systems screened, five survived. And two numbers on our own page that an eight week sprint cannot have measured.
Externally assured, and still not comparable
ContentsOverviewAssurance answers a different questionWhere the framework runs outTwelve companies, read disclosure by disclosureThe differentiation sits in the KPIs nobody made them […]
Even if every supplier delivers, it is not enough
ContentsOverviewA target that lives in somebody else businessLess than half of them measure anythingThe arithmetic that decided the answerThe suppliers that matter […]
Twenty one tools, and no recommendation
ContentsOverviewA manual process with compliance attachedTwenty one down to fiveThe functionality is nearly identical, which is the findingWhy no winner was namedDigital […]
Water came first, biodiversity came last
ContentsOverviewFour groups, deliberately, and the ones left outWhat the workforce chose when asked to pick threeWhere the four groups pulled apartWhat both […]
Seventy six plants, seven of them running
ContentsOverviewThe pipeline is not the marketDemand was modelled, and the assumptions are the modelWhat it costs to build oneThe near term pull […]
The sites with the worst numbers had no plan
ContentsOverviewA list of projects is not a planTwo targets move, four do notConcentration cuts both waysThe finding that changes where to spendThe […]
The number had never been calculated
ContentsOverviewReporting requires a number, and there was not oneWhere the emissions turned out to beThe result that surprised everyone was regionalThe assumptions […]
Nobody told him the date could move
ContentsOverviewThe cost sits with one party and the decision sits with anotherA factor of four between two contractors doing the same workThe […]
Stop selling to the big producers
ContentsOverviewThe product was better on almost everything that did not decide the saleThe trap in fixing the insulationThe cost arithmetic, which decided […]