Analysis & Design

“Give me twenty days to solve a problem and I’ll take nineteen days to define it and one day to solve it.”

— Albert Einstein

Rapid Results That Stick

Like Einstein we don’t launch into solution mode without thorough business planning and analysis. We often find a host of presenting issues which, through rigorous data analysis, turn out to be symptoms of much deeper challenges. We use root cause techniques to mine the organization to help our clients fully shape the nature of the problem.

What’s The Process?

Once we have a clear definition of the problem, it makes it far easier to understand the magnitude of it. Very quickly we begin to quantify the impact of it and when solved, what the business benefits will be in both dollar and human terms. This is powerfully important in triaging our client’s limited resources. The analysis identifies the key performance levers and benefits potential so we can focus on the most significant improvement opportunity.

What’s The Result?

Problem definition also reveals the cross functional nature of most complex challenges. This provides powerful insight into the change management component. It creates clarity on the nature of the cross functional teams we will need for implementation.

How Can We Help?

SBTI identifies these step change opportunities. We combine it with a powerful change management capability to ensure their delivery. Let’s talk and let us show you how we can help build a discontinuous improvement capability.

Professionals Trusted by Top Companies Around the Globe

Jennifer Dahl

Jennifer Dahl

COO

Bob Jeske

Bob Jeske

Vice President

Al Landers

Al Landers

Vice President

George Strodtbeck

George Strodtbeck

Vice President

Jim Longshore

Jim Longshore

Vice President

Insight

9 Months to Lean Through Six Sigma (and $8 Million)

A precision manufacturer (think complex curved geometries, micron tolerances, high rpm interacting component parts with sub assembly and final assembly operations) failed with their Lean deployment. They had some physical Lean successes (5S) with sub and final...

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