OpEx
A TBM Consulting Group Publication
Review
October 2012 | Issue 4
Food & Beverage: Profitable Growth Possible Despite Disastrous Droughts By Keith Yeater, Vice President/Food & Beverage, TBM Consulting Group
An Operational Excellence strategy can keep cash flowing and prevent shriveling profits.
Manufacturers have learned to live as survivalists in the global economy, and among their kind, food and beverage (F&B) producers dwell in the most treacherous of habitats: slim profit margins, excruciatingly complex regulation and risk management, and rawmaterials variability tied to a delicate balance frequently upended by Mother Nature. These pressures make an Operational Excellence strategy a competitive necessity in any year, but in the past six months, drought
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conditions have intensified the need for F&B companies to focus on operational efficiency and effectiveness. Record heat and dryness in the United States and South America have caused drastic price jumps for corn, soybeans and sugar—omnipresent raw materials of F&B supply chains. Everything from soda
pop to salami is—or soon will be—affected. In September, Bloomberg published analyst predictions that United Nations-tracked food prices will climb 15 percent by June of 2013.1 This follows an increase of 6 percent over this past summer.2 (continued on page 4)
Also in this issue: 2| Leadership: Recruiting Requires Innovation 2| Economic Outlook: Key Priorities for 2013 8| Case Study: IT Team Corrects SOX Failures 10| Med/Pharma: Drive Problem-Prevention in Design Phase
“Rabobank Sees Record Food Prices as Grain Costs Spur Meat Exits,” By Whitney McFerron, Sept. 19, 2012, www.bloomberg.com/news “World Food Prices Surge,” By Neena Rai, Aug. 9, 2012, blogs.wsj.com
Leading Thoughts
OpEx Review
October 2012 | Issue 4
Recruiting Requires Innovation, Too Despite the high U.S. unemployment rate, manufacturers around the country are having a difficult time finding qualified people to fill a variety of skilled and technical positions. Thousands of open positions are going unfilled, and it is hurting the ability of some companies to grow. Contributing factors are a lack of specific skills and an education system that doesn’t encourage students to look for careers in manufacturing. Some manufacturers have stopped waiting for perfectly qualified people to magically show up on their doorstep and have begun to tackle the issue head on. To fill vacant welder positions, one manufacturer that we work with is recruiting people with certain personality traits—such as a good work ethic and willingness to learn—in addition to specific skills and experience. They send them through an in-house training program to shadow experienced employees to become certified welders. Another company is proactively partnering with community colleges and technical schools and offers incentives to current employees to teach evening classes. They get to expand their experience and the company discovers the best local students to recruit. At the recent TBM Global Summit in Atlanta, Bob Richards, Global Director for Operational Excellence for Kennametal (based in Latrobe, Pa.), shared details about the company’s young engineers program. The 15-week program gives 60 high school students the chance to find out for themselves what today’s manufacturing careers are really about. Given the size of the skills shortage, such initiatives won’t make a huge impact on an individual basis. But thousands of programs like them—at companies such as yours—would make a real difference. Indeed, it’s the only thing that will.
Ken Koenemann is Vice President at TBM. He can be reached at kkoenemann@tbmcg.com. Send OpEx newsletter feedback and story ideas to opex@tbmcg.com.
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Expert – Q&A
What’s the Economic Outlook for 2013?
An interview with John Augustine, CFA, Chief Investment Strategist for Fifth Third Private Bank. What are the economic indicators that U.S. business leaders should be watching closely through the end of the year and into 2013?
There are six. Three indicators are doing reasonably well, and three are still very soft. As a result we have this muddled economic environment. Of the three that are relatively strong, number one is housing, specifically building permits. Number two is vehicle sales, the annualized rate, which is over 14 million. And the third is U.S. exports, which continue to stay above $180 billion per month, even though we expected it to slow down by now. Of the three that are lagging, number one is employment, the weekly unemployment claims and jobless numbers. Number two is confidence. There are two different indicators that we watch. One is business confidence, the National Federation of Independent Businesses optimism survey. The second is consumer confidence. Those are both moving sideways at much lower levels than before the recession. The third is investment, which we pick up through the quarterly GDP numbers. In this economic environment, where money is piling up on the sidelines, the question is what’s going to bring about the confidence to start to release it into investment, which leads to employment. What’s going on with the U.S. Federal Reserve?
The Fed continues to be frustrated by a lack of fiscal policy, and the reliance of politicians on monetary policy. They see Congress and the White House as doing nothing, which
Expert – Q&A, continued makes the Fed the only pro-growth game in town. They do not want the U.S. economy to flip into a recession. They’re still sitting on approximately $1.5 trillion of excess bank reserves. As long as that condition exists, we can expect the Fed to keep U.S. interest rates ultra low. What are some of the top priorities that business leaders should focus on in 2013?
Resources are limited at every company, depending on which way revenues and profit margins are going. With limited resources, you have to apply it where you’re getting the most growth, primarily revenue growth. As a business owner, you must challenge or consider jettisoning those areas where you’re not getting growth. You need to reach down into your employment base and harness ideas from across the organization for improving the top line. Businesses generally ask employees how to increase the bottom line. In a world of sub-par GDP growth, it’s the top line that we should be leveraging the entire employee base to try to affect.
Key Business Priorities For 2013 1. Resources — Focus resources on what is currently growing; challenge or jettison those areas that are not. 2. G rowth — Brainstorm to identify one new revenue growth area to focus on for the year — and follow through on it. 3. P roductivity — Identify one area that needs productivity gains for the year — and follow through on it. 4. Cash Balance Income — Increase the yield from excess balance-sheet cash. 5. Commodity Costs — Lock-in commodity costs when they hit your strategic planning level. 6. Insurance Review — Review key insurance policies and if all other policies are still current and relevant. 7. Acquiring Employees — Actively seek partnerships (local community colleges or equivalents) for a steady employment pool.
Why do you say that companies should consider hiring a healthcare cost consultant?
8. Future Growth — Pre-fund growth by purchasing a property and/or facilities to grow into.
We don’t know what’s going to happen with the healthcare laws of the country. We don’t know what’s going to happen to costs. We don’t know what’s going to happen to coverage. Whether you like it or not, we all need to think about engaging a specialist who can keep up with it, and make sure we’re doing the right things. Moving forward it’s likely to get more confusing vs. less confusing. Engaging a specialist could be one of the best bets a business owner makes that allows him or her to sleep comfortably at night over the next three to five years.
9. Transition Planning — Have a written transition plan (private company) or succession plan (public company), with the appropriate professional partner input.
What could happen in Europe next year?
No one wants to locate where euros are right now because no one knows the future. That’s another thing America has going for it: currency stability. As to whether the euro survives three to five years from now, that’s a 50:50 toss up. It’s going to be on all of our minds. Will it impact smaller decisions? No. Can it impact large investment decisions? Yes. If they’re based in euros, those will require contingency planning. So far European politicians have given every indication that they want to defend the Euroregion, but unless they can get the bond yields back it is going to be difficult.
10. Hire a Healthcare Cost Consultant — Hire an expert to navigate growing market complexity.
Why are jobs coming back to the United States?
Number one, wage rates in Asia are not going down, they’re going up, and they’re going up at a fast clip. At the same time that wages are going up, productivity and quality are going down. That [reverse migration] started several years ago. What wiped it out was when the healthcare bill passed; all the in-sourcing stopped. But now it slowly seems to be coming back. Another piece of the puzzle is rising logistics costs. The biggest Achilles heel for America is not having the labor force to meet the manufacturing demand. If you think about America, we have a huge surplus of white collar labor. And a huge shortage of skilled blue collar labor. One way to fill that void, which is a divisive issue, is through immigration. Another way is through training, but that takes a couple of years. n
OpEx Review | October 2012 | www.tbmcg.com | 3
Food & Beverage: Profitable Growth Possible Despite Disastrous Droughts continued from page 1
Consumers will tolerate only so much of a price jump before abandoning their favorite brands, so F&B companies have limited ability to raise retail prices. These companies can continue to control costs while creating consumer and shareholder value by using an Operational Excellence strategy that focuses on cost containment, maximizing return on assets (ROA), and ensuring quality and safety performance.
Specifically, direct material cost savings can come from:
Cost Containment: Better Management of Material, Equipment
In one example, a $4 billion, multi-site producer of branded frozen foods achieved $1.4 million in annualized savings, and reduced giveaway and scrap by 20 percent by using Six Sigma techniques to:
Direct material accounts for 50 percent to 70 percent of cost at a typical F&B company. Improving basic operational functions can reduce direct-material costs three percent to five percent, even with escalating raw material prices. For example, one of the biggest waste challenges F&B companies deal with is shelf life. Many need to be able to receive raw ingredients, process quickly into finished goods, and then move merchandise to retail shelves. This ties directly into inventory practices and equipment reliability. Additionally, root-cause analysis can uncover opportunities to make small changes to processes and products that are neutral to quality but will save significant direct material cost on a volume basis (i.e., adjusting ingredients or avoiding spillover).
Typical Industry Cost Structure
• Minimizing raw material loss or damage. • Reducing product giveaway (exceeding promised quantity or volume). • Improving yield conversion. • Reducing disposal waste and energy waste.
• Identify the root causes of product variation. • Implement productive maintenance to ensure that equipment caused minimal product variation. • Improve scheduling efficiency to reduce changeover waste and increase machine uptime. These three improvement projects increased shareholder and customer value by improving yield through waste reduction, while lowering cost through more efficient use of assets.
Cost Savings and Scrap Reduction A multi-site producer of branded frozen foods used Six Sigma techniques to cut $1.4 million in costs annually and reduce wasted product by 20 percent. Key to these improvements were: • I dentifying why product variation was happening.
Direct Material 50 – 70% The Challenge:
Overhead 20 – 30%
Direct Labor 5 – 15%
DM cost by 3 – 5% every year
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• I mplementing productive maintenance and standard work. • I mproving scheduling efficiency to reduce changeover waste and increase machine uptime.
Food & Beverage: Profitable Growth Possible Despite Disastrous Droughts, continued
Return on Assets: Improvement Instead of Expenditure Highly efficient use of assets is critical for F&B producers that want to maintain profitability and/or expand sales. Using Total Productive Maintenance (TPM) improves reliability by incorporating machine audits into the standard work of the operator; consequently reducing unexpected disruptions and aligning recurring maintenance tasks with pre-planned process interruptions, such as changeovers. At one TBM client that is a global producer of food packaging, instituting TPM increased productivity by 40 percent, and overall equipment effectiveness (OEE) now consistently hits a world-class 85 percent. Many variables influence OEE, so bottom-line results vary; but generally, any improvement to OEE at an F&B operation will translate into more efficient use of assets and labor. At this plant, a single percentage point improvement in OEE saved roughly $10,000 to $12,000 per month; and, the company was able to meet growing customer demand without investing in additional capital. Also contributing to the efficiency gains at this plant was a simplification of product flow. Streamlining flow can be particularly beneficial to F&B manufacturers processing perishable goods. The resulting process flexibility enables
faster response when materials become available; and hence, better quality for the consumer, less waste due to spoilage, and maximized use of labor and machinery.
Quality and Safety: The Dynamic Duo F&B manufacturers must invest heavily in product quality and safety. Consider it a cost of entry into the game. Therefore, efficiency improvements in these areas can return substantial benefits to the top line (sales growth) and bottom line (effective but cost-aware risk protection). (continued on page 6)
Overall Equipment Effectiveness: A Powerful Measure OEE is a proven balanced scorecard that promotes having equipment ready to run when planned (availability) at the designed rate and manning (productivity) and at the required quality level. As you maximize OEE, your returns are significant.
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Food & Beverage: Profitable Growth Possible Despite Disastrous Droughts, continued
One client, a large multi-national food processor, improved consistency in its end product, which reduced the need for reprocessing by 44 percent. Prior to this, the rejected higher-margin product was being reprocessed into lowermargin product. So, not only was inconsistency causing rework, it was also directly cutting into profits. (The dilemma was particularly challenging because the raw material used to make the end product was inherently prone to producing inconsistent results.) The solution came through root-cause analysis to understand the sources of variation and use of Design of Experiments to find the optimal equipment settings to ensure product consistency. Also, the company implemented Total Productive Maintenance to replace points of wear on equipment before they could cause quality issues. In another case, competition from producers in lowercost regions prompted a food-additive manufacturer to ask for TBM’s help to identify cost-saving opportunities. Through analysis, the team found that significant losses in changeover and sanitation were contributing to lost capacity and increased operating costs. These activities lacked consistent control; but once the team learned to schedule more efficiently, create and use standard work, and apply a daily management system to sustain results, the company saved $3.1 million by speeding up set-up and sanitation by 49 percent. Food safety improved as well.
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For this F&B producer and others, Operational Excellence won’t stop droughts, floods and temperature extremes; but it will improve control on internal processes that most directly influence material cost, asset utilization, and quality and safety. Just because extreme weather has shriveled this year’s global harvest of foundational crops, F&B producers don’t have to watch their profits dry up as well. n
Keith Yeater is an expert in business transformation, and has a proven track record for leading positive change in organizations.Keith works with senior executives at client companies, helping them to successfully execute their strategic objectives through the use of strategy deployment and ensures that their continuous improvement initiatives are clearly aligned to strategic initiatives and key performance measures.
Continuous Improvement Infographic
Satisfaction with CI Program Effectiveness Higher at Years Four & Five and at Maturity
TBM’s Lean Progress Assessment reveals some fascinating insights about the progress companies make and the challenges they face.
Key Take-aways
In comparison to the average score, respondents four to five years into their lean journey rate their progress highest. After Year Five, The Shiny Wears Off 30
16%
20 10
1.
8
%
0 -10 -20 -30 -40 -50
YRS 1
2
3
4
5
6–7
8–9
10 – 14
15 – 21+
Executive leadership engagement is the most critical determining factor in the success of CI initiatives.
Interestingly, smaller companies and very large companies rate their progress higher than organizations with revenues between $3.1 and $5 billion.
2.
Size Matters: Stuck in the middle companies bY revenue
>$5 billion
<$100 million
>$3.1-5 billion
...and non-manufacturing companies rate their progress marginally higher than manufacturers.
Vertically Challenged
54% Construction
44
manufacturing
3.
66% Educational Services 56% Wholesale Trade
%
Broad, senior management-led participation in strategy deployment is needed in order to achieve breakthrough objectives.
47
%
non-manufacturing
52% Healthcare 46% Public Administration 46% Real Estate 45% Mgmt. Of Companies 44% Utilities 37% Agr. Forestry, Fishing 34% Information 34% Mining 31% Other Svcs.
Leaders must prioritize resources to critical projects and balance their time working both “on” and “in” the business — leaving others to focus on day-today management challenges. OpEx Review | October 2012 | www.tbmcg.com | 7
Case Study
SOX Audit Failure Prompts Disciplined Problem-Solving Approach TBM Client >M ulti-billion dollar consumer products company with operations around the world.
Challenge >A fter management announced plans for an initial public offering, a preliminary audit found that the company’s IT operating systems, applications and databases did not conform to requirements of the SarbanesOxley Act because they did not track administrator activity or system changes.
Solution >A rapid improvement team utilized the classic Six Sigma methodology – define the problem, measure it, analyze the data, implement solutions and control (DMAIC) – to uncover the points of process failure and create new, auditcompliant monitoring processes.
Results >W ithin a few months of the targeted improvement event the new processes and system changes were fully implemented. They established standards for monitoring administrative activities and ensured that IT system compliance would not be an issue for the company’s impending IPO.
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When corporate leaders announced plans for an IPO, it caught the IT department by surprise. Stretched for resources, the team harnessed the power of the Six Sigma methodology to figure out exactly what they had to do to comply with regulatory requirements. Following the announcement of an initial public offering, the IT systems at a multi-billion dollar consumer goods company didn’t pass a preliminary Sarbanes-Oxley (SOX) compliance audit conducted by an outside accounting firm. There’s nothing like an audit failure for getting management’s attention. Over the years, the company, which was owned by a foreign investment firm, had grown through a steady series of acquisitions. When management announced the IPO plans, many of those IT systems and processes still hadn’t been fully integrated. Not only that, complying with the regulatory requirements for public companies had never been a priority at the privately held company. This case study describes how the company’s IT team leveraged the Six Sigma methodology over the course of a one-week rapid improvement event to address its non-compliance issues. Ultimately, they identified the problem areas, created performance measurements, and instituted a monitoring system for tracking administrative changes across multiple databases and platforms. Define the problem. The project charter itself, completed during the improvement event planning stage, began the “define” phase of the Six Sigma DMAIC process. The document outlined the activity-monitoring issues and the objective of the project. It identified the process customers: the business itself, the internal audit team, administrators and system monitors.
Case Study, continued
Implement improvements. Next, they created future state maps for each system that documented the new change monitoring steps. Most of these changes were fairly straightforward. They simply needed to be documented and executed. For Oracle Apps, for example, they defined audit objects in order to establish an audit trail, archiving that trail, and then added a step for IT to review such activity. The team conducted a risk analysis for each change, outlining the technical changes required, scheduling the changes, and documenting the anticipated cost. Some of the changes required approval and funding from a special SOX capital financing budget. Additional monitoring by IT personnel also required ongoing resources. The project scope included Microsoft Windows and Unix operating systems, Oracle databases and applications, and RedPrairie DM+ and DLx warehouse and logistics applications. “When the auditors came in and asked to see records of changes and transactions by the system administrators, they couldn’t provide anything. So they failed,” recalled the TBM consultant who worked with the team. Measure performance. To establish the new process-performance parameters, the team developed a set of benchmark questions to “measure” current performance.
Control. In this case, the “control” phase of the project consisted of all of the follow-up work required to ensure that the planned improvements would be fully implemented and become part of day-to-day work. This included financial training for the IT team, the capital expense proposal and review process, project management, and a test audit. “A typical Six Sigma project takes four months to go through each of the DMAIC phases,” noted the TBM consultant. “This wasn’t a full-fledged project, of course, but the team did use the methodology to identify the problems and solutions for every one of the systems in a relatively short period of time.” n
1. Who uses the system? 2. When is the system used? 3. What was executed? 4. What was changed (“from” and “to”)? 5. What is the change-review process? They developed answers to these questions for each system based on current processes. Suggested changes and improvements could then be evaluated based on the ability to provide the answers necessary for audit compliance. Analyze the issue. The team used the benchmark questions to create process maps for each system to “analyze” and better understand the technology gaps. Using the “five why” analysis process, they identified two primary root causes for the compliance failure: 1) A lack of awareness of the information system policies and standard, and 2) an IT staff reduction that contributed to a reactive approach to serving business needs. OpEx Review | October 2012 | www.tbmcg.com | 9
Pharmaceuticals
Drive Speed-to-Market With Proactive Problem Prevention DFSS and Lean Product Development can reduce time-to-market and improve overall process robustness through the frontloading of the drug design process. But for pharma to leverage these productivity initiatives in product development, a radical transition in product development is required.
The challenges drug companies face in bringing their products to market faster and with a high probability of success have never been greater. And as the complexity of drugs and their associated process steps and test methods escalate, so do the consequences of poor choices in the product development process. The latest FDA drug development process breaks down key activities into distinct phases, which comprise a complex network of interdependent tasks that requires astute navigation. Rarely, though, are the tasks assessed for potential problems beyond their impact on overall project timing, so inefficiencies typically arenâ&#x20AC;&#x2122;t addressed until after theyâ&#x20AC;&#x2122;ve had a cumulative negative impact on cycle time and quality.
Applying Six Sigma methodology and/or lean design principles not only prevents an accumulation of negative impacts, but it can prevent the problems from occurring in the first place. Six Sigma and Product Development Six Sigma models concentrate on eliminating potential sources of variation in processes. On the shop floor, Six Sigma follows what is known as the DMAIC roadmap. Six Sigma in the product development phase employs a version of DMAIC tailored according to the type of development structure being used and the product being developed. It may be termed Design for Six Sigma (DFSS). Three different versions of DFSS have been developed: DMADV (Define, Measure, Analyze, Design and Verify); IDOV (Identify, Design, Optimize and Verify); and DCOV (Design, Characterize, Optimize and Verify). The medical device industry has successfully deployed the DMADV model; while DCOV, with its characterization phase, has been successfully applied to the drug development process. Lean Principles and Product Development Although lean process disciplines began in a manufacturing setting, they are universally applicable to any process that is fueled by knowledge, including product development. Toyota and Honda contend that they are and always will be manufacturing companies. However, this argument distracts from the true basis for their success, which is really knowledge management. Having built their organizations as learning organizations, both Toyota and Honda
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Pharmaceuticals, continued
recognized that to become leaders and remain competitive, they needed to constantly monitor three key aspects of their businesses: 1. The power of innovation (knowledge) to develop products that meet market need. Here is where intelligence-collection instruments such as Voice of the Customer and structured framework tools such as Quality Function Deployments (QFDs) ensure that knowledge is efficiently evaluated and interpreted to minimize the risk in development decision-making. 2. Cost needs to be managed so that the final commercial product will meet profit targets. This means that commercial considerations become a primary attribute of the product development process. 3. Time. Measured both internally in development cycle times as well as holistically across the product lifecycle spectrum from IP patent to patent-exclusivity expiry. Creating a knowledge-management framework that applies across the continuum of product development is the hallmark of highly successful lean organizations. The Toyota Product Development System (TPDS) is arguably the most mature of the lean product development approaches. Its benefits in the automotive and aeronautics industries are widely documented. The question is, can TPDS be effectively applied to the pharmaceutical development model? Improving the Product Development Framework Creating a knowledge-based (lean) organization requires establishing an organizational structure that promotes knowledge, resource and technical communication. There are several organizational models to consider.
Matrix organizations use multidisciplinary teams to manage key steps within the product development program and commercial business. Functional organizations pull from departments that are aligned, based upon their role in the product development and business model. A third organizational model that is being strongly advocated across the industry is an end-to-end “value stream” structure. This approach creates a structure where there are semi-permanent teams that bring expertise across the value stream for a specific product line. Regardless of the approach, success will require a clear understanding of the overlap between critical elements of the discovery and development process. One recommendation: Companies with varying maturities in their Operational Excellence programs could leverage a three-pronged structure to address points of intersection and overlap among disparate functions at critical convergence and decision points across the discovery and development phases. This framework is based upon three critical new systems. 1. First, the development, filing and commercial considerations must be captured as success metrics as part of an overarching project team. Termed a Commercial Value Stream Team, this would be a multidisciplinary group—in lieu of a group based on functional area responsibility— which is charged with establishing the upstream and downstream development success metrics. This team would be milestone-driven, much like phase gates in Six Sigma.
2. A Framework for Knowledge Management must be established to instill in the organization the challenges, mitigations and considerations required to quickly move a product throughout the development cycle and file with the FDA or other regulatory authorities. 3. Finally, the team must have an active Risk Mitigation element to its project management responsibilities. Creating this framework to support a knowledge-driven infrastructure that proactively addresses potential problems is perhaps the largest opportunity for the pharma industry to manage costs and time-to-market considerations in the development process. n Editor’s Note: This is an abbreviated version of an article that appears in the second-quarter edition of Pharma 20/20 magazine; www.2020pharma.com.
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Updates
Coming in Next Issue: Excellence in Global Operations
Repositioning for Ramped-Up Value Whether it’s their own operations or supplier partnerships, major manufacturers are rethinking location strategies to run more efficient, flexible and responsive companies.
OpEx Rapid-Rollout Kurk Wilks, Director of Operations for Mann+Hummel USA, shares the story of the auto supplier’s one-year lean journey, spotlighting their rapid rollout and fast financial returns.
Publisher: Anand Sharma: asharma@tbmcg.com Executive Editor: Angela Scenna: ascenna@tbmcg.com
A global garment company’s sustainability efforts include an Operational Excellence program to achieve groundbreaking environmental and sustainability goals within its diverse supplier base.
Key Success Strategies at Large-Footprint Companies How companies with multiple sites in diverse locations achieve their operational excellence goals.
Art Direction and Design: Crossbow Group, crossbowgroup.com
Contributors: David Drickhamer, Ken Koenemann Angela Scenna, Tonya Vinas, and Keith Yeater
OpEx Review is a publication of TBM Consulting Group 4400 Ben Franklin Boulevard Durham, North Carolina 27704 800.438.5535 www.tbmcg.com
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Supplier Sustainability in the Garment Sector
Printing: Carter Printing & Graphics, Inc., carterprintingnc.com
TBM, the TBM logo, and LeanSigma® are registered trademarks of TBM Consulting Group, Inc.
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