The Just Don't Get It!

per unit was inflated by excess capacity—more people than demand required. Ironically, this overstaffing allowed operational inefficiencies to flourish because there was always enough slack to work around problems rather than fix them. The math was simple and brutal: our cost per unit was unsustainable in the new competitive environment. We calculated the financial impact of a fundamental solution—repositioning our capability into a product and service that solved a specific problem with China's low-cost solution: long lead times that required much longer print runs. We could offer ultra quick turnaround and short-run capabilities that offshore competitors couldn't match due to lead times and minimum order requirements. We fundamentally expanded the plant's capabilities beyond its original narrow focus. Working closely with sales, we didn't just improve existing processes— we redefined what market we served and how we served it. The workforce had to be reduced to match demand—a painful but necessary step. We used rigorous continuous improvement tools not just to optimize

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