Angela Thurman

For decades, supply chain success was measured by a familiar trio: on-time delivery, cost, and inventory turns. These metrics still matter, much like balancing a checkbook still matters, but they no longer tell the full story. In today’s volatile, digitally enabled, sustainability-driven environment, organizations that rely solely on lagging indicators are flying while staring only […]

If there is one lesson project managers learn early and are reminded of often, it’s that the rules never stop changing. Regulations evolve, compliance standards tighten, geopolitical pressures shift trade expectations, and industries like aerospace, energy, and manufacturing must continually adjust how they buy, build, certify, and deliver. That dynamism isn’t a modern invention; generations

In manufacturing, few ideas are as foundational, or as transformational, as flow. When work moves smoothly from one step to the next, without bottlenecks or backtracking, productivity soars. Costs shrink. Teams breathe easier. And customers receive exactly what they need, exactly when they need it. At Thurman Co., we’ve often written about the value of

Building Partnerships That Withstand Disruptions and Market Volatility In today’s unpredictable environment, even the best-engineered supply chains are only as strong as the relationships that hold them together. Market swings, geopolitical events, labor shortages, material scarcity, transportation bottlenecks, the sources of disruption may vary, but the cure remains remarkably consistent: strong, strategic, and mutually beneficial

In manufacturing and project management, quality isn’t a department; it’s a discipline. Yet, many organizations still treat it like a line item, trimming it when budgets tighten. The result? A silent drain on profits that too often goes unnoticed until it’s too late. Poor quality doesn’t just show up in rework or scrap; it shows

Manufacturing project managers often find themselves spinning multiple plates at once, launching a new product line, coordinating supplier qualification, and overseeing a facility upgrade, while maintaining quality, schedule, and cost performance. In this high-stakes environment, managing multiple projects isn’t just about keeping track of tasks; it’s about staying calm, focused, and effective amid competing demands.

The manufacturing landscape is no stranger to change, from disruptive technologies and economic downturns to global supply chain challenges and shifting customer demands. Yet some companies weather these storms with grace, agility, and resilience. What sets them apart? They’ve embraced the mindset and strategies of future-proofing their business. At Thurman Co., we’ve seen firsthand how

In the fast-paced world of high-volume manufacturing, even a small hiccup can ripple into a costly disruption. When your operation is running at full throttle—whether assembling electronics, machining components, or filling orders on a global scale, proactive risk management becomes a mission-critical function. It’s not just about avoiding disaster; it’s about protecting quality, delivery timelines,

If you’ve ever treated Six Sigma as something reserved for black belts, complex statistics, or only the biggest manufacturing lines, it’s time to reframe it. Six Sigma is, at its core, a disciplined way of thinking that helps teams define problems clearly, measure what matters, and make better decisions faster. You don’t need a full-blown

Manufacturing projects are rarely solo endeavors. Whether launching a new production line, introducing Lean practices, or onboarding a new supplier, these initiatives ripple through every corner of an organization—and often far beyond. Success hinges not just on planning and execution, but on people: the stakeholders who influence, enable, or are impacted by the project. Knowing