Process improvement white papers describe the success of Kepner-Tregoe approaches to using analytics and data to achieve measurable and sustainable improvements. Asset optimization, unit cost reduction, regulatory compliance, quality improvement, safety or project execution are among the targeted results achieved. In process improvement consulting, Kepner-Tregoe partners with client teams to plan, execute, then deliver sustainable results that also support continuous improvement. Optimizing asset performance, quality, planned outages or any business process can deliver rapid cost savings that improve the bottom line, now and for years to come. The process improvement white papers also demonstrate how Six Sigma and Lean initiatives are complemented and enhanced by Kepner-Tregoe’s continuous improvement methodology.

These process improvement white papers offer several examples of how Kepner-Tregoe process improvement consulting and training supports the path to manufacturing excellence. Six Sigma, Lean or other initiatives benefit from speed and accuracy of Kepner-Tregoe problem analysis and for the superior results of Kepner-Tregoe decision making process. Johnson Controls describes their “three-pronged continuous improvement” as Six Sigma, Lean, Kepner-Tregoe. The path to manufacturing excellence is accelerated by the sustainable process improvement capabilities delivered by Kepner-Tregoe consulting and training programs.

To learn more about meeting operational challenges with process improvements, contact Kepner-Tregoe.

View Process Improvement white papers just below

 

Fat Results from Lean Implementation - Part 2

Affirmative answers to questions regarding deviation, unknown cause, and reasons for the cause should lead to a root cause analysis, which leads to the development of multiple alternatives.

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Lean's Unnoticed Waste

It is necessary to find waste in order to get rid of it. Use this checklist to identify wastes in an organization using Lean’s seven different types: over-production, waiting, transportation, inventory, motion, over-processing, and defects.

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Are You Getting Better at Doing the Wrong Things?

A lack of consideration of three areas—Strategic Alignment, Selection of Improvement Opportunities, and Performance Management ends up wasting significant amounts of continuous improvement resources. Success can be attained by facing challenges and analyzing reasons for past failures.

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Process Knowledge and Content Knowledge. Which is more important?

Rather than hiring technical “experts”, an organization’s employees need to be equipped with process and content knowledge- skills that are necessary for vital support, despite their different roles.

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Beyond Compliance: Using cGMP Compliance to Improve Business Results

Customer complaints can be a significant source of information to control costs and actually enhance customer satisfaction. Using case studies and examples, the author demonstrates how a systematic approach to customer service can improve business results.

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Supply Chain Magic

Using client examples, the author describes how KT Problem Analysis focuses on gathering and organizing data to find cause, and it eliminates the finger pointing that frequently occurs between customers and suppliers.

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Suppliers Collaborate

This case study details how improving project management allowed a Honda supplier to improve its ability to integrate changes and strengthen its relationship with its #1 client.

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Spotlight on Six Sigma

Most manufacturers consider Six Sigma skills a competitive advantage—but only one of several continuous improvement tools. Using examples drawn from industry, this article makes the case for using 6S strategically, not simply for firefighting.

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Six Sigma's Seven Deadly Sins

Six Sigma has proven to be a successful improvement initiative in many organizations. But when Six Sigma initiatives fail, it is usually due to one or more of the seven factors outlined in this article.

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Recall Remediation

What a company does both publicly and with the FDA is critical to its ability to survive and thrive. This article provides effective courses of action to take to successfully manage current recall status and prevent future recalls.

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