Manufacturing Journalist Looks at Manufacturing Optimization in AutomationMedia.com

In the November issue of AutomationMedia.com, manufacturing journalist TR Cutler notes, “New technologies such as C.E.O. (Continuous Experiential Optimization) are focusing the enterprise to examine how manufacturing and industrial businesses can identify these wasted opportunities and cut costs as well as a quasi-kaizen methodology that identifies the top three areas where the most benefit can be gained. From tips for passing costs along to the consumer to methods for avoiding extending credit; from specific methodologies for North American manufacturers to stay profitable in this economy to making sure an organization uses a planned profit model, the identification and examination of waste drives immediate results to overwhelmed manufacturing owners.”

Cynthia Liggett, who has managed hundreds of professional coaches across a wide number of small to midsized enterprises teaches, Continuous Experiential Optimization (C.E.O.) training because, “It capitalizes on former training and takes what the group already knows; it then utilizes optimized communications tools and resources through experiential learning. This type of learning allows a lean team to leverage best practice knowledge and apply it, experientially to their work situations. By learning while doing, the team learns to create the intended business results, consciously and as a team.”

Diane Lippman, a Six Sigma Master Black Belt, suggested that, “The combination of the core components of Continuous Experiential Optimization allow for a cross-section of approaches which are all quantifiable rather than conceptual.”

The core C.E. O. elements include:

• Lean, Six Sigma, and Lean Six Sigma Training
• Transactional Process Improvements
• Newly defined Success and the related Metrics
• Performance Standards based in reality and real metrics
• Leadership Development based on the individual and team performance
• Organizational Assessments
• Instructional Design, Development and Delivery
• Curriculum and Course Development
• Blended Learning
• Change Management
• Employee Surveys
• Assessments and Validations

The profitability approach is vital, however the ability to design, develop, and utilize the concept requires there is buy-in throughout the organization. Too often egos are driving the manufacturing enterprise. Change resistance stands in the way of process improvement in favor of stagnancy and the status quo. Only when the status quo is no longer acceptable does it change. Change is a constant, yet whether it comes easily or with fierce resistance depends on how manufacturing executive present the opportunity. Eliminating waste is much more than a concept; it is a practice routed in the pursuit of ongoing excellence.

About TR Cutler, Inc.:

TR Cutler, Inc. (www.trcutlerinc.com) was founded by Thomas R. Cutler a decade ago. Cutler maintains extraordinary relationships with clients, journalists, editors, trendsetters, and key business leaders worldwide and has become a key resource for those writing about the manufacturing sector. Cutler founded the Manufacturing Media Consortium™ in the 1999. This extraordinary group of more than 3500 journalists worldwide is writing about trends, data, case studies, profiles, and features in the manufacturing and industrial sector. Cutler has worked with thousands of media outlets to expand manufacturing media coverage.   Cutler has authored more than 2,500 articles for a wide range of manufacturing periodicals, industrial publications, and business                                     journals including most of the leading monthly trade publications.  TR Cutler, Inc. recently launched a new professional coaching system for manufacturers worldwide named C.E.O.™ or Continuous Experiential Optimization.

TR Cutler, Inc.

www.trcutlerinc.com

Thomas Cutler

trcutler@trcutlerinc.com

888-902-0300