As many executives already recognize, knowing that production efficiency and capacity problems exist is one thing. Effecting real and lasting change through a continuous improvement (CI) initiative is another.

Often the challenge lies in determining the root cause and full extent of operational problems, making it difficult to determine where — and how — to begin the CI program.

But increasingly, manufacturers are discovering a surprisingly effective framework from which to tackle the CI challenge: the ’Six Big Losses.’ Developed in the 1970s by the Japan Institute of Plant Maintenance (JIPM), this framework enables . . . (click here to see a PDF of the remainer of the article)