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Improvement Implies Culture Change

All organizations operate with a system of values, rules and procedures. These are based on the paradigms (mental models) of the people who lead the organization. Paradigms evolve over time and are based on our experience and our beliefs about the organization and the environment in which it operates. When change occurs, it is influenced by the paradigms of the people who lead the change process. To make fundamental changes in a business, management must cause fundamental changes in mental models and TAKE ACTION to implement the change.
Business is simple:


Increase your revenues and/or reduce your costs
Execution is difficult: As a resultant, we help you


Organize for systematic improvement


Organize to understand the needs of your customers


Set up measures that “drive” behav ior


Focus on a few things at a time


Identify good people and help them achieve results



Through Paul's commitment to learn the needs of his customers - he understands the difficult time leaders have linking together sustained improvement.  Through his process he's put together a logical approach that won't overwhelm small and medium size companies

  • Management System Basics
    A process focused approach works by breaking apart and understanding all the business processes and then breaking down artificial barriers within companies, often created by functional silos, thereby encouraging communication and better teamwork.
  • Metrics
    The key to success is the ability to identify the right metrics to drive the business and the critical processes of the business. Many companies only look at results measures, such as return on net assets.

  • Setting Aggressive Goals
    The Organization needs to know the current level of performance of their process and the future performance objective in order to measure progress.

  • Involvement and learning
    Every time an order is shipped there is in fact an opportunity to learn.  These are called “cycles of learning”. 

  • Remove Barriers and roadblocks
    When examining a baseline map for improvement opportunities     such as cycle time reduction, first pass yield improvement, cost reduction, etc., ...

  • Link Driving actions to “results”
    An organization focused on traditional “results” moves too slow to improve their business.

  • Control and Manage “actions in process”
    As a leader, you want to see success and you want to see it soon.  In many regards business leaders often jump to quick to a solution only to find out often they have solved the wrong problem. 

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