Thurman Co

Organizations invest heavily in structured problem-solving tools. Teams attend training on the 5 Whys, Fishbone Diagrams, Pareto Charts, Failure Mode and Effects Analysis (FMEA), A3 reports, and 8D methodologies. Templates are distributed, software is purchased, and improvement initiatives are launched with enthusiasm. Yet months later, many organizations find themselves solving the same problems again and […]

“Technology is easy. Change is hard.” Every organization embarking on a digital transformation eventually discovers the truth behind that statement. Whether implementing a new ERP system, deploying AI-powered tools, migrating to the cloud, or replacing decades-old legacy applications, the technology itself is often the simplest part of the project. The real challenge lies in helping

At Thurman Co, we often see organizations arrive at continuous improvement through a familiar doorway: the Kaizen event. It’s a powerful starting point; focused, time-bound bursts of problem solving that can deliver quick wins and visible energy. But over time, a pattern emerges. Some companies run a handful of successful events, capture a few improvements,

When organizations discuss contract management, most of the attention naturally gravitates toward negotiation, execution, and performance management. Teams invest significant effort in drafting favorable terms, monitoring deliverables, managing changes, and controlling costs throughout the contract lifecycle. Yet one of the most important phases of contract management is frequently overlooked: contract closeout. In many organizations, once

In manufacturing, there is an old saying: “You get what you measure.” Unfortunately, many organizations continue to measure the wrong things. Traditional manufacturing metrics often focus heavily on financial results, such as revenue, profit margin, or labor costs. While these measures are important, they are lagging indicators, they tell us what happened yesterday. Lean organizations

When most professionals hear the word “Lean,” they immediately picture manufacturing environments filled with production lines, takt times, kanban boards, and visual management boards. While Lean principles certainly transformed modern manufacturing, organizations today are discovering that Lean thinking delivers equally powerful results in administrative, engineering, and knowledge-based environments. In many organizations, the largest sources of

In program management, success is often measured in schedules, budgets, milestones, and deliverables. Yet experienced program managers know that even the most technically sound initiative can struggle, or fail outright, if the people impacted by the change are not fully engaged. Whether implementing a new ERP platform, reorganizing a supply chain process, introducing AI-enabled tools,

In project management, few tools are discussed more often, and used less effectively, than the risk register. Many organizations create one because it is required by a customer, an auditor, or a project management methodology. Unfortunately, too many risk registers become little more than static spreadsheets that are opened during kickoff meetings and forgotten shortly

In today’s fast-paced manufacturing and operational environments, success isn’t built solely on long-term strategy, it’s sustained through disciplined daily execution. Organizations that consistently meet their goals don’t rely on chance; they rely on structure, visibility, and accountability. That’s where Lean Daily Management (LDM) comes into play. At Thurman Co., we’ve long emphasized the importance of

In today’s fast-moving business environment, uncertainty is no longer the exception, it is the rule. Whether managing supply chain disruptions, navigating regulatory changes, or launching new products, organizations must be equipped to identify, assess, and respond to risk with clarity and consistency. That’s where the ISO 31000 Risk Management Framework comes into play. ISO 31000