There is more than one way to see a business.
Supply Chain To Go shows leaders how decisions, assumptions, and tradeoffs interact to shape the problems companies want to solve, because seeing the system differently changes what’s possible.
More Thinking
Capacity of What?
Two people can talk about manufacturing capacity and mean entirely different things.
Smooth Scaling
How do you know if today’s manufacturing operating system will work tomorrow?
Lead Time is a Promise
What must a business do to keep the Lead Time Promise?
Coming Soon
What Different Thinking Can Do
Real examples of what became possible when a business situation was seen differently.
Specialty Chemicals
$2.5MM Additional Margin
Increased available reactor capacity by extend-ing the production cycle between cleanouts from 7 days to 10 days.
Chemicals
Reduced Downtime by 25%
Changed the production sequence to reduce planned downtime and increased WIP to reduce unplanned downtime.
Petrochemical
$4.5MM Additional Margin
Added a five-person relief crew so four packaging lines could continue running through breaks and lunches.
About Supply Chain to Go
Kari Kron
Kari has spent more than 35 years working with companies to understand how their businesses actually operate.
She created Supply Chain To Go to publish what she has learned, keep asking questions, and encourage leaders to see familiar business situations from different points of view.