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Do you have any of these problems? 

  • Poor flexibility and inability to respond to the customer
  • Last-minute surprises regarding customer orders             
  • Late or missed customer deliveries                         
  • Customer requested changes and customizations take too long and are too expensive
  • Poor inventory performance - excessive inventory, low turnover                                                                           
  • Excessive work in process inventory
  • Cash flow problems: too much inventory, or inventory in the wrong places in the supply chain                            
  • Excessive manufacturing cost                                 
  • Excessive purchasing costs
  • Unexpected excess cost: overtime, freight, etc.        
  • Inconsistent quality, excess scrap and rework 

Learn the secrets to getting these kinds of results (results are from our clients): 

  • 99.x%+ customer delivery reliability
  • 100% of customer orders shipped on-time and complete for 7 months consecutively
  • Inventory reductions of 40-75%
  • Work-in-process inventory reductions of as much as 78%
  • Point of use inventory increased turns by 100% 
  • Surprise customer orders cut in half, from over 100 per week to less than 50 per week
  • Late shipments due to inventory data problems eliminated
  • Revenue targets exceeded for the past 9 quarters
  • Last missed shipment - measured in years
  • Improvements in forecasting and planning in 100 days or less.
  • Typical customer order lead time reduced from 32 days to 4 days
  • Overtime hours reduced by 45% 
  • Direct hours per unit reduced by 16%
  • Scrap cost reduced from .13 per unit to .09 per unit, a 30% reduction

Typically our clients have worked on the following areas to show the kinds of improvements listed above: 

  • Upgraded  sales and operations planning processes to develop a common and consistent plan across all parts of the business, and to implement a coherent inventory strategy considering demand variability, supply flexibility, and financial constraints.
  • New  forecasting processes to keep demand up-to-date and used for appropriate planning processes. 
  • Improved  master scheduling processes and  stocking strategies to balance the needs of customers and the ability to respond to demand changes with the needs of the plant and the stability required to achieve maximum on-time performance. 
  • Improved record keeping processes to increase inventory record accuracy and ensure the accuracy of promises and minimize schedule disruptions.
  • Improved  material planning to ensure suppliers are capable of meeting required volumes for key materials.
  • New execution systems to better synchronize customer demand with plant and vendor sources. 

You can find additional information about these problems and their solutions here at this website in the following places:  


  • Japanese Style Execution vs. American Style Planning!
  • Coca Cola: "Always" Class A MRP II
  • Consider These Questions Before Changing the Master Production Schedule
  • Class A at DuPont Polyester Films
  • Does Your Supply Chain Measure Up?
  • Class A Regained at Dade Behring
  • Value/Supply Chain Management - Where Do You Start
  • Getting Started With Sales and Operations Planning
  • Master It (Master Scheduling and Lean Production)

Tailored classes and workshops

  • A solid, well-planned program of tailored, on-site education
  • Tailored education methodology

Consulting and assessment

  • Objective assessment of strengths, weaknesses, and opportunities for improvement
  • Tangible improvements and financial results as you go


You can get personalized help.  If you would like to discuss your company's situation in more detail, you can call one of us directly. 

John Dougherty ( 1 603 528-0840 )
Chris Gray ( 1 603 778-9211 )
Don Rice ( 1 615 221-2196 )