ASCM BOARD MEMBER - WISCONSIN CHAPTER

Association of Supply Chain Management, President

All the manufacturers I help have the same 3 problems but they’re solving the wrong thing 👇

1 - Orders are late even with extra shifts.
2 - Costs rise but output stalls.
3 - Every day is another fire drill.

Most think it’s a people issue.
Or a motivation issue.

It’s not.
It’s a visibility issue.

The real constraint?
It’s the thing your metrics aren’t showing you.

If you're ready to stop guessing and finally see what’s slowing you down hit the Follow button.

The more you try to control a system,
the less control you actually have.

Every new rule, meeting, or report feels like discipline.

But most control adds friction, not focus.

You don’t make a plant stable by tightening every screw.

You make it stable by teaching people to see what matters and ignore what doesn’t.

A good system isn’t one that prevents mistakes.

It’s one that recovers fast when they happen.

Because the goal of control isn’t to stop failure, it’s to make sure failure doesn’t stop you.

Angel Free

Talks about #mindset, #philosophy, #manufacturing, and #continousimprovement

Turning manufacturing blind spots into breakthroughs.

Quality isn’t a department.

It’s a mindset.

Most companies inspect for mistakes.
The great ones design them out.

That’s what Juran taught Japan in 1954.

He didn’t bring machines.
He brought belief.

“A bad system will beat a good person every time.”

In 1639, mail was chaos.

Then a Boston bar owner turned it around.

His name was Richard Fairbanks.

Appointed postmaster, he turned his bar into the port’s mailbox, every letter passed through his door.

That single act gave information direction.
And direction created speed.

What Fairbanks built for letters, every great plant still builds for production, flow.

From a bar in Boston came America’s first flow system.

Not for goods but for information.

Because the same law that ran through Fairbanks’ bar still runs through every plant today:

You only move as fast as your materials and information move.

Most manufacturers chase breakdowns.

Few chase bad signals.

They replace parts, retrain people, redo processes and still miss the real failure.

Not in the line.

In the information feeding it.

Machines don’t cause chaos.
Misinformation does.

Your line’s not broken.
Your signals are.

The market doesn’t reward ambition, it rewards reliability.

You can’t “motivate” your way past a bottleneck. You have to fix it. 

Everything else is theater.

Most manufacturers fear downtime.

But they should fear delayed decisions even more.

You don’t have a people problem.

You have a system problem.

You don’t rise to the level of your goals.

You fall to the level of your constraints.

A system is only as strong as its slowest point, not its hardest worker.

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