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Lance Latham

Listed document(s): 13

Background
After earning his MBA degree from the Indiana University Kelley School of Business in 1992,
Lance Latham embarked on a successful career in operations management and process improvement - including roles as a hands-on operations manager, consultant and project manager in the manufacturing, warehouse / logistics, financial services and IT sectors. Regardless of company size or business arena, Lance consistently demonstrated that the same management methods that raise output quality, increase productivity and efficiency, and drive down operational costs in one environment are equally effective when applied in another. This unique set of concepts, techniques and tools - acquired through first-hand application and refinement over many years, and in various environments - led to the Metrilogics "Robust Production Management (RPM)" performance improvement and cost reduction framework.


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ALL DOCUMENTS (13)

Robust Production Management (RPM) Module 9: Measuring "Before and After" Savings
Listed under:  Operations  Organization, Change, & HR
View more from: Lance Latham   Top Flevy Author [?]
15-page PDF document. So you've completed a process or performance improvement project at work, and now management wants to gauge the financial benefit of the project's "after" state. This was once the challenging, and often daunting, phase of a [read more]
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Robust Production Management (RPM) Module 11: Large Insurance Dept. Case Study
Listed under:  Operations  Organization, Change, & HR
View more from: Lance Latham   Top Flevy Author [?]
12-page PDF document. We're often asked if Robust Production Management (RPM) concepts, tools and techniques can be applied in non-manufacturing settings - and the answer is an emphatic "Yes!" This case study represents the multi-million [read more]
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Robust Production Management (RPM) Module 12: Selecting Viable Project Candidates
Listed under:  Operations  Organization, Change, & HR
View more from: Lance Latham   Top Flevy Author [?]
12-page PDF document. It's so sad to see companies waste money, time and resources on lean & six sigma programs that yield virtually no ROI from their respective projects. Hint: not every project candidate is a financially VIABLE one. When company managers [read more]
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