The recent 5-day closure of the world’s largest hazelnut spread factory due to quality issues highlights one of the key risks facing food and beverage companies. Considering that normal production at the affected plant is 600,000 jars a day, the shutdown serves as a very costly reminder for food processing companies to stay vigilant when it comes to quality.
After spending $30 million and four years trying to introduce a major new IT system, this large medical provider was running out of ideas to make it work. Proudfoot helped the insurer get back on track by engaging people in the process of digitization.
Santa Monica Seafood is a successful family owned and run business that grew to become a significant player. But with growth comes complexity and eventually the business hit a wall, unable to see how to break through to the next level.
Organizations can help people apply safety consciousness at the point of execution – the main source of real safety and operation issues.
M.A.M.I.L.*
At the weekends I like to escape the some of day-to-day pressures of work by riding a bike. Whether it be a short ride, or a long one, the metronomic focus on pedalling efficiency is a wonderful tonic to today’s connected world.
Last year I left a large-scale systems integrator to take up the role of UK Managing Director for Proudfoot, an Operational Consulting firm, with a proud 75 year history. Before moving, I thought long and hard about the relevance of operational consulting in the digital world, after all isn’t so much of what we now do influenced by technology?
With so many moving parts, it can be challenging to get G&A functions in synch. Indirect costs — those not directly linked to operations — are not normally addressed with the same discipline and rigor as direct costs.
An interview with former Chevron President, Ray Wilcox
As the petrochemical industry adapts to the current business environment, many in the upper echelons of the business are relying on operational excellence (OE) strategies to become more efficient.
