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13 results for “optimization”
to look forward, to help steer the company. And that often will require, beefing up the finance department, accounting and finance, managerial accounting. So it could be on the FP and A side or more of a controller function, or it could be a CFO. May
19:26 / 20:30
from transcript19:26 – 20:30
Right? The less times that we have to touch or transfer material, the less times that a person has to be involved, the better the chance we can reduce the uncertainty of the production process, and as a result, improve safety, quality, and ultimately
20:14 / 21:19
from transcript20:14 – 21:19
pushback on it, but we're pretty transparent as far as here's why we're doing it, here are some of the things we're seeing that were not diminished clarity of thoughts, lower speed of decision making. Most people got it pretty quick. Others had quest
20:57 / 22:06
from transcript20:57 – 22:06
And I think there are a handful of things going on. So first of all, the Emtek growth model, which, again, I keep coming back to, but it's something that's been ingrained in the company for decades now. And it's one of these things where, again, you
29:17 / 30:23
from transcript29:17 – 30:23
your product development or your services and you've got 10,000 customers? This is a time when everything was on premise. And you've got 10,000 customers. You need to send updates. How did you do that effectively? And how did you, when you send those
17:35 / 19:04
from transcript17:35 – 19:04
And then on the product side, which product initiatives are most important, which are strategic, which are extraneous, and really view R and D not as a black box that can't be touched, but rather as a manufacturing engine of the business. Yeah, I'd a
6:00 / 7:04
from transcript6:00 – 7:04
And improvements here have really been driven by operating leverage as this scales. And then it's a case of broad based productivity gains right across the supply chain, logistics, warehousing. And then more recently, we've started to see that increa
30:47 / 31:49
from transcript30:47 – 31:49
Last year, they had over 40% incremental margins. As I think about it, that is a reasonable benchmark to think about it because you're consistently generating those types of incremental margins. The business should be headed in that direction. So we
28:33 / 29:35
from transcript28:33 – 29:35
A common example would be a printed circuit board. The system would make sure that it has the correct number, size, and placement of the different components and quality soldering. Or another classic example would be making sure bottles in a bottling
3:47 / 4:49
from transcript3:47 – 4:49
He really worked to instill not TPS itself, but their version of it within train. The first three years or so was focused on getting the data, value stream mapping, just the blocking and tackling of quality and on time delivery and the like. Mean, cu
9:45 / 10:53
from transcript9:45 – 10:53
But get information flowing more broadly across the organization, have that delivered to you on a weekly basis, and then bring some structure to your one on ones. So many people run one on ones as, like, okay, this is your time. You know, I'm here to
34:32 / 35:32
from transcript34:32 – 35:32
We haven't yet seen this turn up in the numbers, and that's because during the supply constraint periods post COVID, it was a lot more difficult to manage inventory. This technology allowed them to maintain their turns rather than that actually worse
39:01 / 40:04
from transcript39:01 – 40:04
Can we reallocate our time towards judgment and intuition? It's a continually evolving toolkit we're building, but I think we're pretty early. We've adopted technology in our firm quite a bit. This is the fastest diffusion of technology we've seen. T
39:45 / 40:49
from transcript39:45 – 40:49
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