All Businesses have Limits in their Ability to Grow and Flourish

Normally, businesses grow until they reach their limits to growth. Sometimes these limits are intentional. Most of the time, however, the limits are unintentional, and unseen. This causes great frustration and often leads to "fixes" that fail to address all the issues.

Find our more about what's limiting your growth, and how to solve the problem.

InterLINK's First Client Symposium

InterLINK's first Client Symposium was successfully held at the Pittsburgh Technology Council facility. Over 23 top managers/owners from 12 regional business organizations in a variety of industries participated in a program designed to share the experience and best practices in the development of their people resources. The program was comprised of the following:

• The review and compilation of individual survey profiles
• Characteristics of best learning organizations
• State funding for training expenses
• Lessons learned from the participant's experience
• New trends and strategic importance of developing people
• Take away concepts/ideas from the program for implementation

All of the company representatives appreciated the opportunity to learn from each other and expressed interest in continuing direct communication with the other members of the symposium and they would attend another similar session which could be focused on a different issue of common interest.

For detailed information of this Client Symposium click here to open.

Featured ARTICLE

Ventana USA Makes Great Strides with "LEAN"

Ventana USA-a manufacturer of high-end windows-had a mess on their hands. The new vinyl fencing operation was growing but disorganized. It occupied a dark corner of the new facility, where it had grown to fit the space.

Management decided to engage the workers and design production operations using LEAN principles. After some training and a "blue sky" design exercise, workers and management designed an entirely new flow of operations. Order time dropped from two weeks to a few days, profit increased by 91%, and manhours dropped by 48%.

“During the process of implementing LEAN and developing the buy-in from the employees, the area went through massive changes. What was once a messy department became clean, organized, and the spawning ground for new ideas. The employees are extremely engaged and now have a vested interest in the department and the organization as a whole. We decreased our lead time from two weeks per order to 2-3 days. Altogether a very successful project!” — Tony Pauly, Vice President and General Manager, Ventana, USA

To read about Ventana, click here.

Click here to see detailed information about this project.