0. OPERATIONS MANAGEMENT Business Research and Service Institute
CISCOM
SUPPLY CHAIN &
OPERATIONS MANAGEMENT
Business Research and Service Institute
Pennsylvania, USA
brasi.org

1. CISCOM Four Modules – One Exam Module 1: PLANNING Module 2: ORGANIZING
brasi.org
Module 1: PLANNING
Module 2: ORGANIZING
Module 3: DELIVERING
Module 4: GROWING

2. CISCOM Curriculum GROWING Chapters Growth Dynamics
MODULE 4
GROWING
Chapters
Growth Dynamics
2. Sustainable Growth
3. Best Practices and Bench Marking
4. Productivity Tools
Lean
JIT
Six Sigma
Theory Of Constraints
5. Change and Transformation
6. Balancing the 4Cs

3. CISCOM Certificate in Supply Chain & Operations Management
Module 4
GROWING
Business Research and Service Institute

4. Chapter 1 Growth Dynamics
MODULE 4
GROWING
CISCOM
Chapter 1
Growth Dynamics
Business Research and Service Institute

5. Comparative to market growth
A market analysis studies the attractiveness and the dynamics of a special market within a special industry. It is part of the industry analysis and thus in turn of the global environmental analysis.
Through all of these analyses, the strengths, weaknesses, opportunities and threats (SWOT) of a company can be identified. Finally, with the help of a SWOT analysis, adequate business strategies of a company will be defined

6. Markov Analysis
 'Markov Analysis' A method used to forecast the value of a variable whose future value is independent of its past history.

7. Profitable Growth Continuous Improvement
What is the rate of value addition year over year?
Cost, Cycle Time, Inventory…
Innovation
What %age of your revenue represents products
launched within the last two years?
Product Life Cycle Management…
Sustainability
What %age of your materials is renewable/
Recycled.
Reduce, Reuse, Recycle…

8. Reducing procurement costs Improving efficiency Monitoring compliance
Spend analysis
It is the process of collecting, cleansing, classifying and analyzing expenditure data with the following purpose.
Reducing procurement costs
Improving efficiency
Monitoring compliance

9. Spend analysis
Companies perform spend analysis mainly for profitability, In addition to improving compliance and reducing cycle times it helps companies find new areas of savings and maintain savings that they have already negotiated

10. Total Cost of Ownership
Spend Visibility - Applications
How much are you spending?
Who are you paying?
What are you getting in return?
Cash Flow Analysis
Operating Capital
Total Cost of Ownership

11. supply chain dynamics constrained
Just as in project management, supply chain dynamics are mostly defined by the triple constraints of Time, Quality and Cost.
Among the four stages of product life cycle (Introduction, Growth, Maturity and Decline), it is usually the Introduction phase that requires most energy and expenditures.

12. Current market value
It is the estimated or quoted price if an asset is offered for sale

13. It is the cost at which an asset is acquired.
Original cost
It is the cost at which an asset is acquired.

14. Direct Cost and indirect Cost
Direct labour and direct material
used to make a unit of product
Indirect cost includes factory or
manufacturing overheads,
represented as total value or cost per unit

15. Fixed Cost
Fixed cost is that portion of the total cost that does not change with change in volume within a certain range. Cost of equipment is an example.

16. Variable Cost
The portion of total cost that is incurred only when product is made, for example, direct material and direct labour

17. Cost Of Goods Manufactured
Cost Of Goods Manufactured
Cost of all good completed at all stages of manufacturing, but not sold yet
Expression for COGM for a given period = Work-In-Process opening inventory + Work-In-Process received – Work-In-Process closing inventory

18. Cost of Goods Sold (COGS)
It is the cost of inventory at the finished goods stage, which is an asset and is expensed to the P&L statement at the time of sale
Expression for COGS for a given period = FG opening inventory + FG receipts into inventory – FG inventory closing balance.

19. Gross Margin
Gross Margin = Sales – Cost Of Goods Sold

20.  Depreciation
It is the depletion of value of an asset over a period of time. The remaining value at the end of each period is called the Book Value, which may be equal to, higher or lower than the market value at that time, depending on the nature of the asset

21. Replacement cost
It is the current cost of replacing an asset. 

22. Variance
When the Standard Costing method is used for product costing, variance represents the difference between the estimated standard cost and the actual costs incurred. Variance may be positive (favourable) or negative (unfavourable).

23. overheads and profit margin.
Contribution Margin (CM)
Contribution Margin (CM) is the difference between the variable cost and sales price per unit, i.e., the balance amount per unit that is contributed to absorb the fixed costs,
overheads and profit margin. $
Units
CM Table

24. Breakeven Point or Breakeven Volume
It is the volume of sales at which total cost equals total revenue, i.e., no profit, no loss. With a positive contribution per unit, sales beyond the breakeven point start to accumulate profit. Breakeven is represented by the following equation

25. Chapter 2 Sustainable Growth
MODULE 4
GROWING
CISCOM
Chapter 2
Sustainable Growth
Business Research and Service Institute

26. Improvement Focus: NetSuite Survey
A survey was conducted by Netsuite about strategies and methods for cost reduction. Contrary to common belief that employee downsizing is a common way companies pursue to cut costs, it was found out that it at the very low end. Most companies relied on tools and methodologies, employee training and other approaches. The measure is a composite of results realized and the financial outlay.
Manufacturers are under pressure to reduce costs and improve productivity. Improvement methodologies start strong, but eventually employees move on to other issues and production line performance suffers. When it comes to managing delays and other challenges, many manufacturers focus on individual operators in the same way they would a piece of capital equipment.

27. Budget – Roadmap for Development
Budget is the projection of costs, expenses, revenues and margins over a specified period of time, usually the fiscal year. It a very important tool to channel the organization’s resources towards meeting its strategic objectives

28. Measuring Performance - Financial Ratios
Financial Ratios are used to quantify various aspects of business performance in financial terms. Some commonly used ratios are as follows
Some Common Financial Ratios
Liquidity Ratio or Current Ratio = Current Assets/Current Liabilities
Quick Ratio = (Current Asset – Inventory)/Current Liabilities
Gross Margin = (Net Sales – COGS)/Net Sales
Return On Assets = Net Income/Total Assets
Stock Turnover Ratio or Inventory Turns = COGS/Average Inventory

29. P&L Statement
P&L Statement measures a company’s performance over a period of time, usually a year. Fiscal year may start from January and end in December, or start in any other month of the year and end 12 months later

30. Balance Sheet
It is the snapshot of a company’s financial situation at the end of an accounting period, the same period as for the P&L Statement. On the balance sheet, total assets must equal total liabilities plus owners’ equity, hence the term Balance Sheet.

31. Cash Flow Statement
Cash Flow Statement represents the cash inflow and out flow and cash balance for a given period

32. Accrual
Accrual is the term used to express a commitment or transaction that crates an asset or a liability, however, the balancing cash flow may not occur at the same time, but may be deferred to a later date. For example, we use electricity, accruing cost every day, although we are billed on a monthly basis

33. Overhead Absorption
Overhead absorption is the process of dividing the fixed costs or overheads over the total production volume
If the actual volume exceeds the budgeted volume, then the overhead cost is over absorbed or positive absorption variance
Conversely, if the actual volume turns out to be less than budget, then the overheads are under-absorbed, meaning that the unabsorbed overhead cost will negatively impact the profit margin

34. Sensitivity Analysis:
A tool or mathematical model to assess the impact of a change in inputs to the output. It is also known as the Uncertainty Analysis as the primary objective is to gauge the impact of uncertainty on the outcome

35. Chapter 3 Best Practices & Bench Marking
MODULE 4
GROWING
CISCOM
Chapter 3
Best Practices & Bench Marking
Business Research and Service Institute

36. Best Practices
A best practice is a technique or methodology that, through experience and research, has proven to reliably lead to a desired result

37. Benchmarking
Benchmarking is the process of comparing one's business processes and performance metrics to industry bests and best practices from other companies.

38. Measure of sustainable growth
The sustainable growth rate (SGR) is the maximum growth rate that a firm can sustain without having to increase financial leverage.
Calculated as:
ROE x (1 - dividend-payout ratio)

39. Kaizen – Continuous Improvement
The process of continuous improvement, also referred to as the Japanese term Kaizen, focuses on gradual, steady improvements over a sustained period of time

40. The Toyota Production System (TPS)
The Toyota Production System (TPS) is an integrated socio-technical system, developed by Toyota, that comprises its management philosophy and practices. The TPS organizes manufacturing and logistics for the automobile manufacturer, including interaction with suppliers and customers.

41. Chapter 4 Productivity Tools
MODULE 4
GROWING
CISCOM
Chapter 4
Productivity Tools
Business Research and Service Institute

42. Supply Chain Overview Productivity Basics
Productivity is the ratio between Input and Output
Example: comparing two similar machines, producing the same item
Machine A: Production = 120 Units, Hours used = 60
Productivity = 2 Units Per hour
Machine B: Production = 120 Units, Hours used = 48
Productivity = 2.5 Units Per hour
Although both the machines produced the same quantity, machine B demonstrated higher productivity.
Supply Chain Overview
What is a driver can be an obstacle, depending on how it is managed

43. Supply Chain Overview Productivity Basics (Contd.)
The concept applies to many situations:
Material Productivity: Yields on raw materials received from source A versus source B (scrap factor/quality).
Capital Productivity: Financial return from investing in Option A versus Option B.
Labor Productivity: Effective processes leading to higher results, versus wasteful processes causing productivity loss.
Supply Chain Overview
What is a driver can be an obstacle, depending on how it is managed

44. Supply Chain Overview Obstacles to Achieving Productivity Complexity
Unclear roles and responsibilities – duplication of effort
Lack of Coordination
Various part of an organization moving in different directions
Lack of training
Skills gap to promptly identify and address issues.
Supply Chain Overview

45. Supply Chain Overview Competitive Strategy Cost Quality Delivery Speed
Convenience
Innovation
Supply Chain Overview

46. Area of Strategic Differentiation
Improvement Methodologies
Relevance 1 – 10 (Varies for different industries and situations)
Area of Strategic Differentiation
TQM
JIT
Lean
6 Sigma
TOC
Cost 6 10 8
Quality 7 4 3
Speed 2
Convenience
Innovation

47. Lean Process
5S without 5Y is just housekeeping
Lean Process refers to elimination of waste, thereby creating more value with less cost and effort.

48. Value Stream Mapping (VSM)
In Value Stream Mapping (VSM), each cost activity is assessed whether it adds value for the customer or for the business. If any activity does neither, then it is a potential candidate for removal

49. Value Chain
The concept of Value Chain focuses on analyzing cost and value added at each step of the supply chain with a view to reducing costs, thereby adding value for the customer

50. Gemba Walk
Gemba Walk represents the engagement of senior leader in the manufacturing environment where value is created for the customer.
The idea is to break down barriers and open communication with the workers and technicians who have valuable insight about process improvement.

51. …You cannot inspect quality into a product
Quality Management (TQM)
TQM aims at building quality in the process, so that the dependence on inspection can be minimized., because…
…You cannot inspect quality into a product

52. Supply Chain Overview 7 Tools of TQM
Cause-and-effect Diagram (also known as the “Fishbone" or Ishikawa diagram)
Check Sheet
Control Chart
Histogram’
Pareto Chart
Scatter Diagram
Flow Chart
Supply Chain Overview

53. Pareto Analysis
Pareto Analysis is an approach to emphasize the significant few versus trivial many, in order to focus improvement efforts for the biggest return. It is also called the 80:20 rule, meaning that 80% of the effect is caused by 20% of factors

54. TQM Approach

55. Multiplier Effect of Defects
Process
100% = % x % x %
WISH or HOPE…
87% = % x % x %
REALITY (best guess)
74% = % x % x %

56. Just-In-Time
Just-In-Time can be defined as an inventory strategy implemented to improve Return on Investment (ROI) by reducing in-process inventory and associated carrying costs. This process is based on the supply at the time of need only, which is driven by a signal, called Kanban.

57. What is Muda?
Muda is the Japanese term for waste – it is used in campaigns to remove any source or cause of waste of material or time, in an effort to improve the quality of products at a lower cost

58. Six Sigma
Six Sigma quality or reliability level is achieved when the defects or variability is systematically reduced to only 3.4 defects or errors per million opportunities

59. 6 ∑ = .00034% Failure, or 3.4 Failures in 1 Million Opportunities
Measure of Dispersion
Sigma = Measure of Dispersion
in a Normal Distribution
1 Sigma = 1 Standard Deviation
1 ∑ = 67% Probability of Success (33% Failure)
2 ∑ = 93% Probability of Success (7% Failure)
3 ∑ = 98% Probability of Success (2% Failure)
6 ∑ = % Failure, or 3.4 Failures
in 1 Million Opportunities
Supply Chain Overview

60. Statistical Process Control
Statistical Process Control is a quality management tool which is based on recording the process parameters and product characteristics in order to determine the source of errors or variability and eliminate the root cause. The two main recording formats are Control Charts and Scatter Diagrams

61. Using SPC Data to Determine Process Capability
Process/Equipment Capability
Performance data under various conditions
Defining UCL/LCL and Probability of Non-Conformance
Compare with product quality spec, customer requirement, regulatory
requirement
Assign equipment to products accordingly
Improve common causes as necessary

62. Regulatory requirement + infusion quality:
Tea Packaging: Filler Calibration
Regulatory requirement + infusion quality:
2 grams per tea bag
Defining UCL/LCL and Probability of Non-Conformance
Volumetric filling
Gravimetric filling
Setting the process mean at target weight + variation in order to ensure minimum required weight, with estimated overfill, part of the product cost.

63. Supply Chain Overview Six Sigma Process: DMAIC Define
selecting high-impact projects and understanding which underlying metric(s) will reflect project success.
Measure
documenting the current process, validating how it is measured, and assessing baseline performance.
Analyze
isolates the top causes behind the effect, no more than three in most cases.
Improve
Controlling or eliminating the causes; focus on process redesign.
Control
Sustaining the improvement, by irreversible design change – minimum need for monitoring.
Supply Chain Overview

64. DMAIC steps C = Control I = Improve A= Analyze M = Measure D = Define
In Six Sigma process improvement, DMAIC steps represent the following. 
C = Control
I = Improve
A= Analyze
M = Measure
D = Define

65. Bull Whip Effect
Bull Whip Effect occurs when information is communicated from one step to another in a silo fashion, as it causes distortion and inaccuracy to creep in. Each stage in the supply chain therefore has its own set of numbers which may be different from the actual end-requirement. The Bull Whip Effect can cause inventory excesses or shortages

66. Process Mapping - SIPOC
SIPOC – Pizza Delivery
Suppliers
Inputs
Process
Outputs
Customers
ABC Dairies
Cheese
Prepare Dough
Pizza
Dine-in customers
Sunny Farms
Vegetables
Add Sauce
Take-out customers
Zesty Inc.
Sauces
Add cheese and toppings
Delivery customers
Golden Mills
Flour
Bake
Remove from oven and serve

67. Lean and Six Sigma Together
Together, Lean and Six Sigma have the greatest impact, as Lean focuses on reducing cycle time while Six Sigma focuses on reducing process variability, thereby targeting high, consistent quality at low cost

68. SMED – Single-Minute Exchange of Die
Originate from plastic molding: Dies are pre-hated and cooled off-line, without holding the expensive machine hours.
Previous Situation:
Injection Molding Press Cost Per Hour (mostly depreciation + allocated factory overhead) = $650/Hours
Old Die cooling off before removal = 6 hours
Removal time = 1 hour
New die installation = 2 hours
Heating time = 3 hours
Total Unproductive time = 12 hours x 650 = $7800 per exchange of dies
Number of die changes in a year = 65
Total Cost die changes per year = 65 x $7800 = $507,000
Side effects:
Less flexibility due to large lot size necessary to absorb high switchover cost.
Capacity lost to unproductive (wait) time.

69. SMED – Single-Minute Exchange of Die
Improved Situation:
Old Die removal (while hot) = 1 hour
New Die installation (preheated) = 2 hours
Total Unproductive time = 3 hours x 650 = $1950
Number of die changes in a year = 65
Total Cost die change = 65 x $1950 = $126,750
Off-line cooling station = 6 hours x $ 25/hour = $150 x 65 changes = $ 9,750
Total cost per year = $ 126,750 + $ 9720 = $ 136,470
Saving of $ 507,000 - $ = $ 370,530
Side benefits:
More flexibility due to smaller lot size possible with shorter set-up time (less hours to absorb).
Capacity recovered due to reduction of wait time.

70. SMED – Single-Minute Exchange of Die
The concept applicable to any process which presents a potential for
concurrent processing

71. Airbus patents designs for convertible plane
SMED – Single-Minute Exchange of Die
Airbus patents designs for convertible plane
After two years of scrupulous research, the United States Patent and Trademark Office accepted a patent for one of the strangest designs we've seen for a plane. Airbus's 'convertible' plane designs show a detachable cabin, which would allow passengers to board quickly before being attached to the rest of the aircraft.
In a business that's all about timing, the newly patented designs could allow airlines to cut turn around times considerably. The detachable cabin would be removed from the roof with the help of a specialized crane, allowing boarding and disembarkment to happen in record time. The cabin full of arriving passengers would be extracted and replaced by another, already full of people going in the other direction. Speedy!

72. Constraints Management
It is a powerful tool to identify the bottlenecks in a process and apply strategies to resolve the constraints
Buffer: Inventory cushion for constrained resources in order to avoid disruption in case of a delay in supply from an upstream process.
Rope: The communication going back from the key gateways to the releasing processes, advising them if the pace needs to be increased or decreased, depending on the inventory build at the control points.
Drum: The pace of manufacturing or average Takt time – which needs to be maintained in order for the operations to be cost effective and customer oriented
Three elements in the process

73. Theory Of Constraint (TOC)
Theory Of Constraint (TOC) developed by Eliyahu M. Goldratt provides a systematic approach to identifying and resolving constraints in business. It is a five-step process
Identify the constraint
Exploit the constraint
Subordinate other resources to the constraint
Elevate performance of the constraint
Repeat the process for the next constraint

74. Theory Of Constraints - TOC
Constraint is “Something” that is blocking your business from achieving its goal of making
more profits
Dr. Eliyahu M. Goldratt

75. Types of Constraints Physical Machines Materials Skill Sets People
Money
Managerial (Nonphysical)
Policies  Mindset  Culture and Attitude
Measures  Perception of how to measure progress
Behaviors  Methods  Rules and Procedures
Environmental (Nonphysical or Physical)
Infrastructure
Climate/Weather

76. BRASI’s 3 Levers for sustainable growth
Bull Whip Effect
BRASI’s 3 Levers for sustainable growth
If the demand information is not shared centrally, rather in silo fashion from one step to another, then it can get distorted in the process and cause imbalance in inventory and customer service. This is caused Bull Whip Effect.
Cash Flow
Capacity
Customer service

77. What is TOC? Organizations are systems analogous to chains
Resources are links; processes connect them.
The weakest link determines the strength of any chain.
The constraint determines the strength of the organization:
ability to achieve its goal/purpose
make more money now and in the future

78. The TOC Process STEP 1: IDENTIFY the system’s constraint(s).
STEP 2: Decide how to EXPLOIT the system’s constraint(s).
STEP 3: SUBORDINATE everything else to the above decision.
STEP 4: ELEVATE the system’s constraint(s).
STEP 5: If in a previous step a constraint has been broken, go back to step 1, but do not allow INERTIA to cause a system’s constraint.

79. The TOC Process Which Station is the Bottleneck? Backlog Example Raw
Finished
Material
Goods A B C D E FG RM 10 9 5 7 8
Capacity
(units/day)
+/- 2
+/- 2
+/- 2
+/- 2
+/- 2
Which Station is the Bottleneck?
Backlog Example

80. Drum, Buffer & Rope
DBR: The generalized process used to manage resources to maximize throughput
The Drum is the rate or pace of production set by the system’s constraint.
The Buffer is the amount of work in front of the bottleneck resource in order to ensure full utilization, eliminating idle time.
Rope is the signal from the bottleneck station to the prior stages/material release to regulate the amount of work flowing to it, in order to maintain a manageable work in process.

81. Drum Buffer Rope The Drum-Buffer-Rope elements
The pace of production, which sets the level of activity for the plant or process
Drum
Predetermined amount of surplus inventory in front of the constrained resource so that it always has work to do and there is no idle time
Buffer
It is the signal to release material from the upstream process or station, in keeping with the pace set by the Drum
Rope
In Theory Of Constraints, the Drum-Buffer-Rope elements represent the following.

82. Drum, Buffer & Rope Placement

83. Drum, Buffer & Rope Exercise

84. Drum, Buffer & Rope Exercise Solution

85. Chapter 5 Change and Transformation
MODULE 4
GROWING
CISCOM
Chapter 5
Change and Transformation
Business Research and Service Institute

86. More of the Same???

87. Or a Refreshing, New Idea?

88. Need for Change
Change is a fact of life. Organizations, like organisms, must adapt or die. Neither course is comfortable. In its operations, an organization evolves a way of thinking about itself, its competitors, and the environment with which it and they must cope.

89. Resistance to change Do people resist change?
Resistance to change is the action taken by individuals and groups when they perceive that a change that is occurring as a threat to them.
Do people resist change?
Or it something else that they resist about change?
People resist being changed!
People don’t resist change if it is of their liking or if they are involved in making it and feel to be a part of it.
Respect for people is a precondition for meaningful and long lasting change.

90. Change Enablers Clarity of Purpose The single most effective motivator
Making adjustment as needed – not being stubborn
Persistence
Never giving up
What works, what doesn’t
Asking tough questions
Facing challenges
Managing conflict to bring out the best
Knowledge and Information
Invest in learning and sharing
Encourage exploration
Mutual respect and Trust
Non-judgmental
Mistakes taken as steps towards improvement

91. Leadership A manager is best when people barely know he exists
Not so good when they obey and acclaim him
Worse when they despise him
Fail to honor people, they fail to honor you
But of a good manager
When his job is done, his aim fulfilled
They will all say, “We did it ourselves”.
Lao Tzu
4000 BC

92. Phases in Learning or Change1
Unconscious Incompetent
I don’t know and I don’t know that I don’t know.
Diving? 2
Conscious Incompetent
I Don’t know but I know that
I don’t know. 3
Conscious Competent
I am learning and it shows that I am learning.
Bike? 4
Unconscious Competent
I am practicing effortlessly.
Diving!

93. Phases in Team Work FORM
Team is formed, as in a project, comprising different skills backgrounds.
STORM
Everyone sees the project from their own perspective, friction and conflict occur
NORM
Common grounds are found and adjustments are made to achieve the – Risks and Benefits are realized
PERFORM
Team develops working processes and flows, metrics to track performance

94. Motivation
Motivation can be understood not as something that one has but rather as something one does. It involves recognizing a problem, searching for a way to change, and then beginning and sticking with that change strategy. There are, it turns out, many ways to help people move toward such recognition and action. Miller, 1995

95. Supply Chain Overview Some Pioneers in Scientific Management
Armand V. Feigenbaum
Quality Systems/TQM
W. Edward Deming
Management/PDCA Circle
Joseph M. Juran
Quality Management/SQC
Kaoru Ishikawa
Management/Root Cause-Fishbone Diagram
Genichi Taguchi
Manufacturing/Input-Output Control
Eliyahu M. Goldratt
Theory Of Constraints
Supply Chain Overview
What is a driver can be an obstacle, depending on how it is managed

96. Chapter 5 Balancing The 4Cs
MODULE 4
GROWING
CISCOM
Chapter 5
Balancing The 4Cs
Business Research and Service Institute

97. The Balanced Growth Model: 4C’s
Customer Service
Cash Flow
Cost
Capacity

98. The 3 V’s of Supply Chain Management
VISIBILITY
One Plan, Shared
VARIABILITY
Identify, Minimize
VELOCITY
Depends on Visibility and Variability
How to manage these elements for the desired outcome? How are these achieved? A change in one may cause change in the other – these are interlinked in many ways.
What rides on the Forecast?
How do these 3V’s play out in the real world: Lucy Show
Which tools and methods apply to each?

99. A Bunch of Tools…. DRP – Disaster Recovery Planning
Theory Of Constraints
SUSTAINABILITY
POKA YOKE
Class A
Y2K
ISO 5S
SMED
VSM
MUDA
Kaizen
Sensitivity Analysis
JIT
6 Sigma
Right First Time
ROOT CAUSE ANALYSIS
TPM
QUALITY CIRCLES
TQM
cGMP
BCP Business Continuity Planning
Pareto Analysis
CONTINUOUS IKPROVEMENT
HACCP

100. Balancing the 4 C’s
The role of Growing in Customer Service, Cash Flow, Cost and Capacity as follows:
Identify and eliminate waste in the various business processes while delivering the strategic objectives.
Invest in continuous learning and people development as the main source of sustainable development.
Collaborate on bench marking and best practices across industrial and geographical boundaries.

101. Summary of Learning Objectives
Sustainable, profitable growth is achievable and comes effortlessly as waste is identified and eliminated.
Continuous improvement applies to all walks of life.
Change is achievable and sustainable with the right tools and approach.