Improve Cost
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  • Administrative costs are growing while staffing level is constant

  • With the downturn in the economy, our product pricing is out of line with customer needs

  • Implementing change has become very expensive due to internal resistance by key staff and executives

  • Our specialized processing and transfer costs in manufacturing has cut into our margins

  • We keep fixing the same problems over and over again

  • Capital costs for manufacturing are constraining our ability to expand

  • Our IT department spends 80% of project time to keep the lights on

  • Staff turnover has impacted productivity and delayed key projects

  • SGA (selling & general admin) are lower than the industry average, but do not undercut staff and sales operations

  • Products are designed and manufactured to optimize the most important desired outcomes, which keeps their pricing at or below competitors

  • Change is easily introduced since the culture embraces change and the policies and systems support adaptation and are resilient

  • Operations are continually implementing ideas to improve efficiency and reduce complexity

  • Our IT department only spends 20% of its budget and resources on KLO (keeping the lights on), while 80% is devoted to driving growth and delivering new capabilities

  • Investment in training and employee development combined with a culture of empowerment and trust has virtually eliminated turnover

  • Manufacturing has replaced specialized equipment with multi-functional equipment (higher initial costs) that can be used to manufacture a much wider array of products with a reduced need (and time) for change over

© 2020 by The Value Enablement Group, LLC. 

West Deerfield Township Deerfield Illinois United States

agility, innovation, value, sustainable growth, digital transformation, sustainability, digital customer journey, architecture, BizDNA, strategy, roadmap, modeling, adaptability, knowledge, policy

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