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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All information shared here has been disclosed in various industry forums and is not proprietary.