Creating World-class Manufacturing & Supply Chain Cultures of Performance With Zero Tolerance for Non-Safety Events & Harm 

The work of Critical Game Consulting in manufacturing and supply chain teams has been primarily focused in Value Chain and Operational Excellence projects in China based on automotive and other industry benchmarks  (e.g. BMW and Bosch as benchmarks). Our primary consultant expert in manufacturing and supply chain management has over 20 years of experience working with customers in China.

Doing things in new ways with higher manufacturing and supply chain productivity and efficiency yields is a Critical Game "must achieve" business imperative of cost-effective performance for thousands of  manufacturing plants operating throughout the various regions of  China. Worker costs and benefit have continued to rise dramatically for the past several years. At the same time, worker retention and recruitment of new employees continues to be a major problem. New approaches and solutions must be found to address the issues facing manufacturing facilities.

It is no longer acceptable throughout China to rely on unskilled and untrained workers for "cheapest" manufacturing. What is required right now, and for the coming years ahead, is effective production processes, planning, implementation, monitoring and tracking with improved warehousing, automation and innovation based on an engaged, motivated and skilled working force that can work within reducing standards for overtime and rising standards for Health, Safety and the Environment (HSE).

The Critical Game Consulting approach begins with: 1)  a "temperature check" assessment and diagnosis of prevailing challenges, issues and conditions across on-site manufacturing and supply chain management staff, company internal systems and processes, b) discovery and development of new ways of operating from short-term (90-day microstrategies), mid-term objectives for the coming 1-2 years, and long-term (focused on the vision and mission of the company for the coming 4-5 years). Integrating these three different perspectives into a Manufacturing Excellence strategy and outcomes plan allows for a step-by-step approach which improves cost-of-goods performance and reduces low cost-effectiveness use of working captital (e.g. as a result of poor production forecasting and planning, post-manufacturing inventory linked to insufficent management and monitoring of distribution and shipping urgency for already manufactured goods).

Our proven approach leads to a higher level of teamwork and collaboration amongst manufacturing and supply chain management staff, lower COGS and improved effectiveness and efficiencies, and a step-by-step manufacturing and supply chain management approach improvement plan focused on the responsible team members taking accountability for the identification of the most pressing and serious problems to be addressed in the short-term for better cash flow and working capital leverage, while working towards a longer term vision of what Manufacturing Excellence could look like vs. other company benchmarks within the client's industry of reference.