They Just Don't Get It!

The same insights that drove equipment and process improvements also influenced how we set priorities, price products, and hold partners accountable. Some real-world examples: Target Setting -- grounding performance goals in actual capacity, not wishful thinking. Pricing -- sharpening quotes with cost and efficiency data to improve profitability. Product Design & Value Engineering -- highlighting redesign opportunities to simplify the process and cut costs. Product Portfolio -- making confident decisions about which products to grow, sustain, or exit. Supplier Accountability -- using facts to challenge suppliers on quality, delivery, and cost performance. In short: data became a business tool, not just a plant tool—driving improvements in our equipment, processes, products, and ultimately our results. Closing Thought:

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