Process Excellence

With Business Problems, Time is Not Your Friend

time and money

By Dale Lawrence


In most process improvement projects, when analyzing the business problem in advance of determining a solution, you typically look at a variety of data. Many Lean Six Sigma (and other methodologies) projects start out with a data collection plan and gather such things as number of defects, number of people, time duration, pass/ fail rates, length/ weight/ temperature, customer survey results etc. While each of these can lead to valuable insights to root causes and possible solutions, most projects miss a key metric… the duration for the actual project. This includes technology builds, large process transformation and relatively small LSS projects. Read More...

Why Your Process Improvement Projects Fail – And What You Can Do To Help Them Succeed

Why They Fail

By Eric Johnson

When embarking on a process improvement journey, it is critical to first know the details of the root causes, your resources skills and constraints, and most importantly your culture's ability to thrive under the new changes. Read More...

Four Myths about Process Improvement…and One Truth You’ve Never Thought About

Four Myths


By Clint Rusch

For years, organizations have pursued process improvement to proactively identify opportunities for cost reduction, quality enhancement, elevated productivity, and to achieve new standards. The industry of process improvement has exploded in size and scope, and has brought with it scores of buzzwords, methodologies, certifications, and associated requirements. Here are four myths that have hitched along for the ride…and one truth that hasn’t, but should have. Read More...

Data – Are You Using It to Best Your Competitors?

Data Are You Using copy

By Eric Johnson

Data is only useful when it is used to change behaviors, processes and/or activities.
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The Propulo Approach


customer_journey_mapping
By Eric Johnson

In the pursuit of an ever-elusive profit margin, organizational complexity tends to increase relative to the outputs of the business. Customers are demanding increased features of products and services yet competition places downward pressure on pricing. At this point, operational processes become a strategic advantage: how can you deliver your products and services at the level your customers want but at the ease and cost structure your company needs? Read More...

Driving Process Excellence in 2017

Driving Process Excellence in 2017

By Dale Lawrence

Thinking about building internal continuous improvement capabilities? Before you jump in, we can help. We have designed and trained employees for internal process teams. We can help you make your capabilities better and the employees more productive.

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