Operations

Delivering real, measurable results

Our clients face significant operational challenges brought about by limited resources, cost pressures from global competition and ever rising customer demand.

Kepner-Tregoe provides proven analytics and data driven process improvement methodologies which, when coupled with “in the trenches”, facilitated implementation, deliver measurable and sustainable improvements in the areas of asset optimization, unit cost reduction, quality improvement, safety performance and project execution.
 

Areas of Need

Asset Performance Improvement/Cost Reduction

Sudden and severe economic downturns, the need to rapidly increase throughput and increase capacity, pressure to continually improve productivity and reduce costs are just some of the demands manufacturing operations face today to be competitive.

Quality Improvement

The ultimate measurement for your product or service may be its ability to satisfy or exceed your customers expectations. Many methods have come and gone. Our experience shows that critical management of the design, engineering and testing of the processes followed will show dramatic results.

Business Process Improvement

Business processes play a critical role in effective strategy execution. Optimizing the pathways for ‘how work gets done’ and how activities flow through your organization will deliver targeted results, enhance integrity and accountability and foster a 'can do it' culture.

Managing Shutdowns, Turnarounds, and Outages

When planned outages overrun or underperform, millions can be lost. Considering all the potential ramifications, well-executed STOs can represent a source of competitive advantage for an organization.


Safety Performance

Safety and Health standards are on the rise. Besides the obvious need to control recognized health hazards, it’s just good business to protect your assets, both human and economic. The goal is an effective safety and health culture.

Project Execution

Projects are a key vehicle for executing change. Bringing capital projects in on time, on budget, and meeting performance expectations requires a disciplined project management framework and culture.

 

Related Content

Improved operational efficiency by
47%
Griffin Foods

Delivered a 47% improvement in Operational Efficiency (OE) while improving the production rate by 30% and reducing Change-Over-Time by 50%.

KT left us with the skill and practical experience to sustain improvements and effectively implement step change projects ourselves. We now have a highly performing continuous improvement team.

Andy Fuge, Operations Manager
Griffin Foods