Q. What do you do when low morale impacts performance and success, and failure is not an option?

Q. When a newly relocated line fails a client audit and you have limited time to address the nonconformances, how do you quickly achieve corrective and preventive actions?

Q. You know key metrics aren’t where they need to be. You’ve made adjustments to your staff. You think you have the right people in place, yet you’re still having problems. What can you do to move the needle forward?

Q. When a new line starts up and everything is new to operators, supervisors, managers, and mechanics, how do you get everyone on the same page quickly? How do you learn and practice necessary tasks yet minimize downtime and meet production targets at the same time?

Q. Does your workforce have a way to connect the day-to-day work of operations with the business big picture? Can your supervisors rely on getting new people up to speed in an efficient and reliable timeframe?

Q. When improvement missions stall, a pattern of “fail to stick” becomes evident, and you feel like your efforts are going into a black hole, how do you get your arms around a mission with so many moving parts?