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Continuous Improvement

Status quo is equal to moving backward

Continuous improvement is an evolutionary journey—not just the current state—for situations, systems, and processes. Today’s organizations are awash with data, providing endless opportunities to build incremental efficiencies in many areas.

To maximize improvement opportunities, CI initiatives focus efforts around specific objectives in order to drive targeted improvements.

What Diagnostics Is

Inject clarity and speed while ensuring the right results are achieved

  • Doing nothing is not a viable option! 

    To thrive you must continuously improve and refine all aspects of your business. Success is found in identifying the best areas for improvement to maximize value creation with the limited resources you have available.

  • Prioritize what’s most important

    Finding the most direct route to the best improvement opportunities yields greater results in an accelerated timeframe. Executing too many projects in an unfocused manner diminishes the potential for value.

  • Build and support analytic thinking skills

    Understanding how to use data to support analytic problem solving and decision making enables employees to pursue improvements and identify potential risks and opportunities.

  • Without sustainability, performance will regress

    After a period of time, people tend to revert back to the previous norm. Sustainability must be built into improvements so that change continues to be reinforced and measured going forward.

CI is more than transformational, enterprise-level changes

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When structured, analytic problem solving and decision making work in concert with Six Sigma and Lean initiatives, organizations maximize continuous improvement efforts to build quality and efficiency and to drive out waste.

Success Stories


After a major capital investment at its biscuit factory at Papakura, Griffin's needed to address several variables impacting overall conversion cost. The site was struggling with high waste, high downtime and planning deficiencies. Overall workflow was not conducive to producing at the lowest possible conversion cost.


Improvement in operational efficiency


Improvement in production rate


For overall results, Operational Efficiency (OE)—the measure of line performance relative to a theoretical maximum achievable throughput rate—was used to measure success. To achieve an OE of 100%, the line must run at its maximum theoretical throughput rate with zero plant downtime and product waste. At the conclusion of the KT engagement the plant achieved:


Reduction in change over time


BAE Electronic Solutions in Manassas, Virginia, was using multiple troubleshooting approaches with inconsistent, time-consuming results—and clients were noticing.


Savings from 10 largest applications


Applications in 18 months


In 18 months, BAE Manassas documented 68 applications, with the 10 largest yielding over $2 million in savings. Positive cultural changes came from increased interaction among the technical team, improved productivity and better morale. Customer quality assurance audits reported marked improvements in BAE’s ability to troubleshoot issues quickly.


Fokker wanted to increase their issue resolution maturity. This meant improving the quality and completeness of information about problems, accelerating root cause analysis and involving the right people at the right time.


Million Euro decrease in spin-off costs


Non-Conformity reduction in 3 years in specific departments


Success has been measured in a drastic reduction in non-conformities which is saving millions of Euros yearly. A proactive culture has replaced the “firefighting” of reactive problem solving.

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