The Manufacturing Edge - For Ops Leaders

TBM Consulting Group
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Where Ops Leaders Break Barriers, Drive Growth, And Redefine What’s Possible.We are a global operations and supply chain consulting firm working with manufacturers, distributors, service organizations, private equity firms and their portfolio companies to accelerate value creation and resolve their toughest operations, supply chain and human capital challenges. 

  1. Jun 1

    Food and Beverage Safety Management Part 3 - A Five-Step Playbook: Assess, Make Visible, Build, Train, and Sustain

    In Part 3, Will and Nasir shift from “what’s going wrong” to “what to do about it.” They walk through TBM’s five-step food safety management system approach—Assess, Make Visible, Build the Structure, Train and Do, Sustain—and tie each step back to the real-world challenges discussed in Parts 1 and 2. You’ll hear how an honest diagnostic, clear visibility, defined ownership, frontline engagement, and disciplined sustainment work together to move a safety culture from reactive to proactive to truly interdependent. Nasir shares why most organizations think they’re further along than they are and why closing the gap between policy and behavior takes 2–3 years of consistent effort. Listen now and explore next steps to turn insight into action on your plant floor.tbmcg.com

    Food and Beverage Safety Management Part 3 - A Five-Step Playbook: Assess, Make Visible, Build, Train, and Sustain

  2. Jun 1

    Food and Beverage Safety Management Part 2 - From the Floor Up: Fixing Safety Where Product, People, and Suppliers Meet

    In Part 2, Will and Nasir move closer to the action on the plant floor, exploring how safety breaks down across three zones: production processes, the frontline workforce, and your extended supplier network. They show why high turnover, onboarding shortcuts, and weak supplier oversight can undermine even the best-documented safety programs. You’ll hear what a “living” HACCP system looks like, why new workers are hurt at dramatically higher rates, and how supplier decisions made on cost alone can trigger multimillion-dollar recalls months later. The conversation connects day-to-day realities—line speeds, changeovers, sanitation, labeling, and near-miss reporting—to the brand and financial risk sitting in your safety system. Tune in to spot vulnerabilities and start closing them in your daily operation.tbmcg.com

    Food and Beverage Safety Management Part 2 - From the Floor Up: Fixing Safety Where Product, People, and Suppliers Meet

  3. Jun 1

    Food and Beverage Safety Management Part 1 - Beyond Recalls and Recordables: Seeing the Whole Iceberg

    In Part 1 of this three-part series, host Will Merriman and TBM Senior Management Consultant Nasirali (Nasir) Emadi unpack why food and beverage safety management is about much more than staying off OSHA’s radar or avoiding the next recall headline. They connect the dots between recordables, product recalls, and everyday process decisions on the plant floor, showing how safety prevention consistently delivers a 3–5x ROI versus reactive spending. Drawing on 30 years in operations and food and beverage packaging, Nasir explains why nearly every “surprise” incident can be traced back to long-standing process gaps and leadership choices. You’ll hear why 300 recalls and 220,000 workplace injuries in 2024 are not random events—and what that tells you about your own safety system. Listen now and start reshaping how your organization thinks about safety, risk, and performance.tbmcg.com

    Food and Beverage Safety Management Part 1 - Beyond Recalls and Recordables: Seeing the Whole Iceberg

  4. Apr 10

    When SIOP Gets Real: Capacity, Analytics, and Better Decisions

    Modern Sales Inventory and Operations Planning, or SIOP, separates manufacturers who are constantly firefighting from those who can see around the corner and plan with confidence. If you’re still relying on spreadsheets, siloed systems, and forecasts no one fully trusts, you’re likely paying for it in overtime, expediting, and missed customer commitments.In this episode of The Manufacturing Edge, our host Will Merriman talks with TBM’s Global Supply Chain leader Brian Cromer about: How to tighten Sales Inventory and Operations Planning discipline, build realistic capacity models, and use analytics to expose true constraints and hidden capacity—before they become crises.For operations, supply chain, and P&L leaders who want lower working capital, better service levels, and fewer surprises, this is a fast, practical listen.Learn More About: tbmcg.com

    When SIOP Gets Real: Capacity, Analytics, and Better Decisions

  5. Feb 19

    Tech Talk - Managing the Human Side of Digital through Change Management

    Many digital management system initiatives fall short — not because of the technology, but because organizations underestimate the human side of the transition. Moving from traditional paper-based boards to digital systems requires more than new tools; it demands changes in leadership behaviors, communication habits, and how teams engage with daily performance. When that change isn’t actively managed, adoption stalls and the expected ROI never materialize. In this episode of The Manufacturing Edge, TBM experts explore what it really takes to successfully evolve from TBM’s traditional management system to its Digital Management System. They discuss why effective change management — building buy-in, reinforcing new behaviors, and sustaining leadership engagement — is the critical link between digital investment and lasting operational results. tbmcg.com/contact/

    Tech Talk - Managing the Human Side of Digital through Change Management

  6. Jan 20

    Tech Talk - From Whiteboards to Real-Time: Why Digital Management Systems Are Now a Manufacturing Imperative

    This episode of The Manufacturing Edge explores how digital management systems have fundamentally transformed what’s possible compared to traditional, physical boards and manual tracking. The discussion highlights how real-time visibility, multi-site connectivity, faster escalation, and data-driven decision-making replace delayed rollups and siloed information—while still preserving the lean disciplines of daily accountability, problem-solving, and leadership engagement. It’s a look at why digital isn’t just a new format for the same boards, but a step-change in speed, scale, and impact for modern manufacturing operations.tbmcg.com/contact/

    Tech Talk - From Whiteboards to Real-Time: Why Digital Management Systems Are Now a Manufacturing Imperative

  7. Jan 13

    Back to the Basics - Part 6: Final Thoughts: The First Move Every CEO Should Make in 2026

    In a world obsessed with AI, automation, and digital transformation, the manufacturers that will pull ahead this year are doing something far more fundamental: they are mastering operational discipline. In this special multi-part episode of The Manufacturing Edge, TBM Consulting Group CEO Bill Remy sits down with regional leaders from the U.S., Europe, and Latin America for a candid, executive-level conversation on what truly drives results when markets are uncertain, costs are rising, and talent is scarce. The message is clear: technology is a force multiplier—but only when the basics are rock-solid. Leadership presence, daily management, problem-solving, standard work, and a bias for action are the real competitive advantages in the new year. Listen to this 6‑part series to sharpen your focus and reinforce the fundamental disciplines that drive sustained manufacturing performance.Part 6: Final Thoughts: The First Move Every CEO Should Make in 2026 If given the reins for a day, each leader would do the same thing:Go to the gemba. Lead from the front. Re-establish daily management discipline. Invest in people's capability. Build a culture of standard work, visual control, and relentless problem-solving. The closing message is powerful:Technology will accelerate the future—but only operational excellence will sustain it. The companies that hardwire fundamentals in 2026 will move faster, execute better, and outperform in every market condition. If you want to assess where your organization stands—and how to strengthen the systems, routines, and leadership behaviors that drive results—now is the time to act.tbmcg.com/contact

    Back to the Basics - Part 6: Final Thoughts: The First Move Every CEO Should Make in 2026

  8. Jan 13

    Back to the Basics - Part 5: Why Doing Nothing Is the Riskiest Strategy

    In a world obsessed with AI, automation, and digital transformation, the manufacturers that will pull ahead this year are doing something far more fundamental: they are mastering operational discipline. In this special multi-part episode of The Manufacturing Edge, TBM Consulting Group CEO Bill Remy sits down with regional leaders from the U.S., Europe, and Latin America for a candid, executive-level conversation on what truly drives results when markets are uncertain, costs are rising, and talent is scarce. The message is clear: technology is a force multiplier—but only when the basics are rock-solid. Leadership presence, daily management, problem-solving, standard work, and a bias for action are the real competitive advantages in the new year. Listen to this 6‑part series to sharpen your focus and reinforce the fundamental disciplines that drive sustained manufacturing performance.Part 5: Why Doing Nothing Is the Riskiest Strategy  At the executive and board level, the conversation turns to decision paralysis. In complex, uncertain environments, waiting for perfect clarity often results in lost momentum and cultural stagnation. The leaders reinforce the need for a strong bias for action—testing, learning, adjusting, and moving forward. Progress comes from disciplined experimentation, not endless debate. As one panelist put it: don’t let “best” get in the way of getting better.tbmcg.com/contact

    Back to the Basics - Part 5: Why Doing Nothing Is the Riskiest Strategy
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Where Ops Leaders Break Barriers, Drive Growth, And Redefine What’s Possible.We are a global operations and supply chain consulting firm working with manufacturers, distributors, service organizations, private equity firms and their portfolio companies to accelerate value creation and resolve their toughest operations, supply chain and human capital challenges. 

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