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Areas of Impact

  • Cost of Goods Sold Improvements
  • Asset Utilization
  • Maintenance, Repair, and Operations
  • Productivity Throughput
  • Warehousing and Logistics
  • Quality
  • Facility Material Flow Impact
  • New Production Introduction Acceleration
  • Sales Effectiveness
  • Contractor and Resource Productivity
  • Employee Engagement and Alignment
  • Health and Safety


Client CEO

Our owners and our bankers were amazed at the significant EBITDA improvement Proudfoot helped us achieve. We had caught up with our growth and expansion and were well poised to take on more M&A projects and facility expansions – both of which we’ve since done. We went from Good to Great and we learned how to always be in a continual process improvement mode.

Senior Executive

Our clients see that our projects are completed on time and within budget. Client satisfaction is up and our capacity to take on more business has increased.

SVP Supply Chain

Proudfoot was chosen over the other firms because of their people-first approach. We were right... Proudfoot quickly engaged all shifts and departments building trust in the new processes, tools and policies.

Client CEO

Working side-by-side with our team, Proudfoot implemented a series of tools and resources that improved our visibility and controls making the supply chain functions more manageable.

In the News

People at the Heart of Operational Excellence

car factory

In recent weeks, I have been involved with two customers regarding Operational Excellence at two different stages of their deployment. I was thrilled to see the ambition and vision these organizations demonstrated in order to pursue a plan to achieve.

Now comes reality. Go to a management meeting: “Operational Excellence.” Attend a conference: “Operational Excellence.” Read a trade journal: “Operational Excellence.” Talk to a consultant: “Operational Excellence.” Despite all this attention, rare are the times it is achieved sustainably...Read More

Leading from the Front

Business meeting about reports and performance

Contrary to popular myth, front-line managers want to effect change and want to commit to making it happen. Unfortunately, they feel helpless. Senior leaders risk losing their greatest advocates – the lynchpin players in transformation.

According to Proudfoot’s 2018 Triggering Transformation study, 87% of front-line leaders would like to be more involved in the process of change, and 72% are highly committed to making change happen. Barely half (55%) feel they have any influence in the change. Frustration ensues...Read More

Discover More

Food and Beverage: A 66-year-old owned packaged food manufacturer had undergone expansion through acquisitions and rapid product innovation over the past 10 years. The executive team was faced with two paths. Give up on previously invested IT spend and trust another software vendor to provide a new IT solution to deliver the needed ROI.

Food and Beverage Proof Point ERP Implementation

Engineering: A global engineering company, wanted to standardize their global resource management practices and thus increase white collar productivity by reducing labor costs, optimizing project delivery and improve S&O planning.

Industrials - Engineering Proof Point

Chemicals: A global company that produces industrial chemicals used in fertilizers and supplied to industry and the agricultural sector had ambitious growth plans. He sought to deliver the volume uplift from the UK operations through a five-year plan targeted to double output within three years.

Chemicals Proof Point Reducing Absenteeism

Pharmaceuticals: The CEO of a top North American supplier of vitamin supplements wanted to develop a set of resources that would allow greater transparency and better decision making throughout the organization. The focus was to improve the organization’s forecasting and balancing supply to demand.

Pharmaceuticals Proof Point Supply to Demand

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