Key to success in troubled times is dedication to productivity improvement, 'Business Lifeguard' tells Canadian business

    "How do you build a company to last?  Do a little bit to improve
    operations, do it everyday, do it forever."

    TORONTO, June 16 /CNW/ - If airlines are finding no speck of dirt is too
small to save money on fuel, imagine the savings other companies can realize
with a constant focus on improving operations, advises Norm Nopper, Director
of Varanor International, a management and training consulting firm.
    Mr. Nopper has a 25-year track record helping companies - including
Honeywell Canada and Magna - embrace continuous improvements to increase
quality, productivity and profits. He's finding this training is critical as
the business community begins to realize an economic slowdown - and starts
focusing on cost savings and continuous improvements.
    "Our approach at Honeywell was two hours of training every other week for
almost all employees," Mr. Nopper explained. His training helped save jobs
during the last economic recession. In fact, in 1993, Honeywell Canada was
ready to close its GTA factory and move to Mexico. Thanks to training
initiatives the plant realized significant improvements in productivity and
the company remained in Ontario, saving 300 jobs.
    "The key to improving productivity, maximizing profits and building a
company to last is to do a little bit every single day - forever," Mr. Nopper
stressed. "It's something so simple and yet so revolutionary, because it
addresses the fact that there is no finite time frame during which improvement
efforts begin and end."
    "And yet, it seems every generation of North American business people
need to re-discover this fundamental principle," he added.
    How soon can companies realize the benefits to the bottom line? "Almost
immediately," Mr. Nopper noted.
    "We usually see some payoff rather quickly, because we start with the low
hanging fruit - problems that everyone in the organization sees and has known
about for months or even years, but nobody has taken actions to solve. But I
guarantee that if the company doesn't adopt the improvement lifestyle, the
result will be quite dramatic - closing the doors," he added.
    Mr. Nopper is a self-described 'Business Lifeguard' who helps companies
move from "barely surviving to thriving."


For further information:

For further information: or to interview Norm Nopper, contact: Teresa
Donia, iAMBIC Communications, (905) 508-5550,

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