CPS Innovations
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Dr. Ron Nutt - CEO - CTI Molecular Imaging
"When Rob told me what he could do with our team, I thought, either this guy is crazy or he is going to do what he says he will. The results were obvious. As the roadmap started every aspect of our business began to change. I spent twenty years of my career leading our company and had never seen it come to life like when we worked with Rob. I referred to his art as, 'the sophistication of simplicity.' He and I had a dream of being able to run the whole global company on a single spreadsheet. We almost did it." - CTI is now fully owned by Siemens.
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The Mission
Upon winning the Time Magazine Innovation of the Year Award, demand for their products went way up. The problem was, the company wasn't designed to deliver products at such a pace. The teams were working seven days a week and falling further behind. Dr. Nutt and his staff knew they needed help and that they had to change. From the beginning, he admitted that he was the number one person that had to change and he was up to the challenge. He was so committed to being an example during the transformation effort, he personally lost 30 pounds.
The success we had, was rooted in several key factors. The operations used for delivering PET/CT scanners with thousands of components was rather complex. Every process from materials management, work flow, production planning, product design, supplier integration, quality improvement, demand planning, ERP integration and others had to be radically simplified. The other contributions were, critical simplification of distribution and sales agreements and through the new level of teamwork, the ability to introduce 4X the number of new products. With over 800 employees, there were roughly 25 key leaders that drove the effort.
The success we had, was rooted in several key factors. The operations used for delivering PET/CT scanners with thousands of components was rather complex. Every process from materials management, work flow, production planning, product design, supplier integration, quality improvement, demand planning, ERP integration and others had to be radically simplified. The other contributions were, critical simplification of distribution and sales agreements and through the new level of teamwork, the ability to introduce 4X the number of new products. With over 800 employees, there were roughly 25 key leaders that drove the effort.
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Scanner Division Highlights
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Detector Division Highlights
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Cyclotron Division Highlights
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All information shared here has been disclosed in various industry forums and is not proprietary.
