By Al Landers What makes SBTI training different from the rest? SBTI gets many calls about training Lean Sigma. The usual question that comes up is “what makes your training different from all the others”. Our training program is not about teaching a skill, but developing a competency. It’s geared towards producing results. We can …
By Bob Jeske What personal attributes are part of the criteria for selecting senior managers? Curiosity, Insight, Engagement and Determination are personal attributes that can be predictors of individual managerial success and can be measured, according to executive search firm Egon Zehnder. That’s great news but only part of the story, especially when managerial team …
By Ray Young HAVE YOU EVER WONDERED WHY A ROUTINE PROCESS SUCH AS INVOICING CAN BECOME SO COMPLICATED, ERROR PRONE AND TIME-CONSUMING? A major distributor of fertilizer products faced a dilemma: a widely-variable, time-consuming invoicing process that was vastly different from one location to another. The amount of time to process an invoice and send …
By Dave Hall NEEDING EXTERNAL HELP TO DELIVER SIGNIFICANT RESULTS, YET FEAR ENTERING A CONSULTING AGREEMENT? At SBTI, we take that fear out of the equation. We have a pedigree of driving lasting culture change within the world’s leading companies and have delivered 48 company-wide transformations that delivered over $20 billion in shareholder value. SBTI …
By Bob Jeske Does your soon-to-retire leadership have confidence in its successors? Today’s complex business environment demands the targeted development of personal attributes in relation to your needed leadership competencies along with fundamental skills. These do not happen by chance. They are developed within the context of the unique issues your business faces. Our leadership …
By Ray Young Have you ever wondered why there is such a struggle with productivity and consistently executing a process? In the spirit of collaboration, the plant manager first agreed to video the machine changeovers in order to identify non-value-added steps with the goal of streamlining the changeover process, thus reducing the downtime and increasing …
by Jim Longshore Have you walked away from a Tier 1 supplier because their quality isn’t up to par? A Tier 1 supplier was under normal review for potential new business. The supplier in question was reliable, provided a good value proposition and had the capacity to accommodate expanded business. However, one main item …
By Mick Holly You probably went through an exhausting process carefully crafting your 2018 annual operating plan. The question is how confident are you that the performance improvement goals you have built into it will turn into a reality? If you are like most of the 700 clients we have worked with last 20 years, …
By Al Landers How can we improve the patient experience? Have a smooth and timely discharge. We’ve all experienced the discharge process in a Hospital. If not ourselves (lucky you!) then a loved one. The anticipation of going home fades into the realization that hours have gone by and nothing has happened. It’s the last …
John Gledhill seemingly had a good problem on his hands. As VP of Continuous Improvement at Quanex, a leading supplier of window and door components, he was to increase EBITDA for its recent acquisition: Woodcraft, a top supplier of doors and components to Original Equipment Manufacturers (“OEMs”) in the kitchen and bathroom cabinet industry. An …
SBTI Vice President Al Landers was recently invited to interview for The Debrief, a newsletter for HBDI (Herrmann Brain Dominance Instrument) Certified Practitioners. Herrmann helps organizations adapt to today’s technological advances and economic changes through Transformative Thinking. In the interview, Al Landers shares details about the executive presence programs SBTI offers to help professionals learn how to …
SBTI is proud to announce that on June 19, 2017, we celebrate our 20th anniversary, which translates to 20 years of successful client engagement, leadership development, and financial improvement. With over 400 client companies under our belt, SBTI continues to drive culture change in the world’s leading companies. In 1997, SBTI was founded with a …
Dr. Mikel Harry made his mark in business and had an impact on everyone he met. He was a force to be reckoned with, and I was fortunate to have known him and to have worked with him. That’s not to say, however, that we always agreed or got along. Like many trailblazers, Mikel’s personality …
Al Landers had just put his career on the line. As Director of R&D at Huber Engineered Woods, he was under constant pressure from top management to develop new and diverse products – the CEO often reminding him with equal parts advice and warning the pitfalls of becoming a one-trick pony. Al’s team was relatively …
“Comfortable is a word I would choose to describe an old sofa. Sadly, many people in business see it as a destination.” Published by: Mick Holly | SBTI VP of Strategy I decided I needed to improve my writing skills and joined a writing class. One of the exercises we were given was to write …
The term, “economic moat” was coined by Warren Buffett. Morningstar have taken this term and developed an economic moat assessment to help it rate companies. Their definition is: In a free-market economy, capital seeks the areas of highest return. Whenever a company develops a profitable product or service, it doesn’t take long before competitive forces …
Tracy MacNeal found herself in an unusual predicament. In addition to her normal position as Chief Strategy Officer for ATW, a metals technology company based in Rhode Island, she also found herself taking on the role of Plant Manager — a hefty combination of new responsibilities and initiatives in what had become a messy situation …
Background Our client is a North American rigid packaging manufacturer of plastic bottles and containers. Operational Excellence is a principle tenet of the executive leadership team specifically raw material utilization to drive improved bottom line net income. The Challenge Balancing footprint consolidation with ongoing manufacturing efficiency efforts possessed significant challenges in resource allocations. Management …
CLIENT’S BACKGROUND Our client is a global power systems company. During a twenty-year period beginning in the 1990’s the company experienced 300% growth emerging as the sole independent producer of diesel power systems and components in the world. In addition to rapid expansion the company saw the complexity of its products increase in a totally …
Relatively speaking, it was a good problem for Naveen to have – as of fall 2014, customer demand had skyrocketed at this leading global maker of suspension systems for semi-trailers. And as Manufacturing Engineering Manager, a key responsibility was to address this gap. The Current Situation Internally, no unrelenting pressure from the C-suite or …
Fred Stone’s grimace told it all. He was straight-shooting, no-nonsense plant manager at a leading automation company in the American Midwest, where poor third quarter numbers had worsened his already bad mood — the disappointing year was continuing… The Company Story It had become abundantly clear to him in-house measures were not solving problems of …
At the corporate level, this consolidation process meant the purchase and merger of a handful of companies under one umbrella, with Jay’s facility itself being a $70 million business pumping out 18,000 bumpers a day for some of the largest automakers in the world. More specifically, Jay’s facility provided bumpers to a sequencing facility which …
So you have been to the “transformation roadshow” or launched the “insert your own catchy title initiative” or “lean enterprise”, and six months in the results are not being seen in the ultimate scorecard –the financial statements. The quarterly numbers need to be met so we know the quickest route to moving the dial …
Double, double toil and trouble; Fire burn, and caldron bubble. Market makers, business moguls and shareholders all crave growth—but at what cost? Many look to Mergers & Acquisitions to drive growth and profitability. However studies show over two thirds fail to deliver the value initially identified. Like the three witches in Shakespeare’s Macbeth they mix …
Yes, the French take their cheese very seriously. Many years ago a local company in Normandy was famous for its Camembert creations. Reputedly this company had learned the art of making this venerable fromage from a priest who came from Brie in the 18th century. His secret had been passed down though a family of …
The secret doorway to growing Gross Profit — which will you open? Most organizations are adept at making bottom line improvements. Few are as quick to tackle above the line opportunities. Above the line refers to the first three categories of the income statement – Revenues, and Cost Of Goods Sold (COGS) and Gross Profit. …