Performance Improvement

National manufacturer improved forecasting, and cut $1.5M in logistics costs while boosting on-time deliveries and customer satisfaction.

Materials manufacturer goes from -5% to +10% EBITDA in 7 months.

Market leader delivers 7% to the bottom line in materials, operations, logistics and sales while establishing a tool for future synergy analysis.

A leading roof tile manufacturer faced shrinking margins from rising costs and pricing pressures. Past cost-cutting failed to deliver lasting impact. Through a structured cost transformation program, we identified quick wins, optimized labor and utilities, and streamlined operations. The result: $1.6M annual savings, stronger profitability, and resources freed to fuel growth in new markets and acquisitions.

The key question for the company was: What is the optimal distribution plan by plant in order to maximize profit?

Successfully managing through the turbulent times should include both short-term cash management for survival and addressing broader resiliency issues to ensure business viability on the other side

Targeted pricing is often lost as an approach, but one needs to do it properly...as even modest reductions in volume as a consequence can undo the value.

As we may see with the infrastructure plan, wanting results usually isn’t enough- management needs to allow for it.

Executives know instinctively that corporate culture matters in capturing value from M&A.

Cases can and should be made for leadership, vision, and core competencies, but one common denominator that doesn’t get enough attention is their ability to make daily complex decisions faster and more accurately than their competitors.

A lot of people know where they want to go or what they ultimately want to do but are put off by the ambiguous zone in-between their current and future states. It’s a scary place because we don’t know what’s going to happen on the way. Because it’s dark.

hen I worked for a large consulting firm, we were trained to recognize the most commonly occurring human biases that influence our judgements and those of our clients.

Simply put, change has to do with creating a downhill slope and giving the people a push. John Wooden once said, “When you improve a little each day, eventually big things occur… Don’t look for the quick, big improvement. Seek the small improvement one day at a time.”

People love to solve problems. However, people will avoid problem solving situations when they are unsure of how to approach the issue. If we keep in mind the practical rules of problem solving, we shouldn’t shy away from any business puzzle.

For those industries that are particularly sensitive to asset utilization and opportunity costs, having the right operational strategy means speed, reliability, scalability and efficiency.