We guide our clients to gain
CLARITY of vision
CANDOR for honest communication
COMMITMENT to success
and the accountability to COMPLETE the goal.
These tenets lead to an organization anchored in
PURPOSE, PEOPLE, PROCESS & PERFORMANCE.
GET ON SCHEDULE
PROBLEM: "The new facility had only been in operation for two years. The investment was considerable. The complex equipment was only the third of its kind installed in the world. The problem was the operation had never been on schedule.
OUTCOME: Operational Excellence stepped in to transform the operation, and within six weeks the plant was running on schedule for the first time in its operations. "We never believed it was possible."
SALES AND OPERATIONS
PROBLEM: "With conflicting objectives between the operations group and the sales team, conflict was eroding margins and profits."
OUTCOME: "By identifying common incentives and defining key decisions, the S&OP process was improved and significant margin opportunities and improved sales were the outcome. The two Vice Presidents were thrilled with the new level of sales and profits."
A CULTURE OF HIGH PERFORMANCE
PROBLEM: "An HR executive wanted to continue building an inclusive culture while adding focus on the human resource processes."
OUTCOME: She elected to provide the Management Systems and Tactical Leadership training with additional coaching for her team. The change was quickly noticeable and the team responded with improved execution in the project space, improved relationships with the wider leadership team, and a clear contribution to the EBITDA goals for the corporation."
TOO MUCH INVENTORY
PROBLEM: "With an excess of work in process inventory in front of the final test operation, the team mapped the process and identified the optimal level of inventory."
OUTOME: "The 80% reduction in inventory was beyond what the leadership expected from this project. The reduction in lead time was significant and contributed to OTD recover."
THE COMPLETE DEPLOYMENT
PROBLEM: 'The Vice President of Operations was asked to implement Lean across his scope of responsibility."
OUTCOME: "The deployment of Operational Excellence combines the Strategy System, the Management System, the Performance System, and Tactical Leadership. When implemented completely, the results for one client yielded greater than 90% EBITDA increases two years running."
PAINT IT RIGHT
PROBLEM: "The paint system had run inefficiently for 27 years. A $17 million investment was planned to replace it."
OUTCOME: "When the value stream transformation was initiated and the five subprojects were completed, a two shift operation had been reduced to a single shift, while handling a 40% increase in through put. The cost reduction of 60% was also great surprise to the executive leadership."
PROBLEM: "The acquired company had knocked off its second plant manager in less than a year.
OUTCOME: "When Operational Excellence was deployed this new manufacturing facility went from last in the division to first in safety performance, and recovered on time delivery from less than 60% to 98%. The performance allowed a $20 million expansion and increased performance and profits for many years."
NEW PRODUCT INTRODUCTION
PROBLEM: Cost overruns and quality spike were a common characteristics of new product introductions with this large client.
OUTCOME: "Applying Operational Excellence in the design space is not out of bounds. By standardizing and connecting the design function with the manufacturing processes the time from design to delivery was reduced and significant cost savings were achieved. 25% to 35% reductions with earlier production start up was achieved."
REPAIR SEASON OPPORTUNITY
PROBLEM: "When repair parts orders began to climb, the gap in capacity was quickly realized.
OUTCOME: "The Operational Excellence Performance System was applied, and soon additional capacity was delivered. The response from the president of the company, "We have never made this much money in a single repair part season in our history."
FARO PARTNERS HAS GREAT VISION. The team provides a very valuable sounding board to test the model and gain insight and feedback. In addition, I saw their tremendous ability to reach individuals by not only developing their skill sets, but by guiding them on how to successfully connect and influence others as they applied those skills.
EVP Continuous Improvement
I’ve worked with Audie for a little over 10 years. As a mentor and a coach for my team, Audie brings years of practical experience and success with a focus on relationships. In my mind, that focus has been the key to his success.
Global Category Purchasing Manager
Real. Genuine. Faro Partners understands the impact of genuinely connecting with people so that they and the organization mutually benefit – a win-win. Their commitment to excellence and helping people achieve more than they ever thought possible comes through in their actions of leading, coaching, mentoring and expecting achievement of aspirational goals.
Value Stream Manager
I was fortunate to have Audie as a personal coach for our Lean Journey for a Global Construction Products Company. Knowledge and Experiences are critical, but the ability to connect with audiences at every level, from the CEO to the hourly employees in our plants, is what separates him from his peers.
VP Continuous Improvement
Working with Faro Partners has made an impact on my day to day work as well as my personal life. Success in our lean deployment depends on both the tools of improvement and the leadership culture. Learning the idea “you don’t know what you don’t know” allowed me to open up to learning and feedback. Thank you, Faro Partners, it made a difference.
Jose Alberto Torres
Audie’s knowledge and humble delivery of Lean has been invaluable to our business. I have had the opportunity to work with numerous consultants (from boutique to big box international) . Audie’s teaching is different. Audie shares real-life experience in his lean teaching that every level in the organization can personally relate with.
Vice President, Mobile Equipment