Companies must maximize the efficiencies of their operations to improve both their performance and their bottom line. The most critical areas of maximizing efficiencies include understanding and streamlining your processes, systems, cost structure and value proposition to the customer. A variety of lean techniques are now being broadly adopted to improve productivity in the manufacturing area. The key to their effectiveness is to understand which tools and techniques are most applicable to your organization. To do this, you must:
What JP-MC Can Offer to You
A rule of thumb is that 40-50% of your performance measures should reflect general business trends, the other 50-60% your specific business. We can help you develop and implement these measurement factors, and the techniques to improving your operational performance. Our experience will enable us to design and implement the criteria, tools and training specific to the nature and needs of your business.
Our Successes – Associates of JP-MC
Having had General and Group Management responsibility in the USA, Canada, Italy, England and Germany – all with different languages, cultures and priorities – it was critical that we develop common techniques to monitor and audit operational performance frequently, almost continuously, for rapidly growing and geographically diffused operations. Building up JP Industries Inc. and JPE Inc. – with a mixture of high-performing and under-performing operations – provided further opportunity manage and improve diverse operations through key, select criteria and a strong focus on improvement.
We have implemented lean manufacturing systems encompassing training, selection of focus areas and projects, shop floor workshops and implementation, assessment and monitoring systems, and improvement recognition.
We have managed and improved the operations of underperforming companies by identifying and improving the cost structure and performance. We have turned around Tier One automotive plants from hemorrhaging cash to positive cash generation in as little as three (3) months. Key elements of these successful programs included: thoroughly analyzing the operations of the company, the flow of materials and parts through the operation, the development and reporting of costs for various operations, and the performance contribution of all areas of the plant. Pricing of all materials and services into the plant, and for goods shipped to the customers, were also analyzed for their financial impact. This discipline allowed the identification of problem areas, development of appropriate action plans, and a rapid turn-around in financial performance.
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