Last100Feet

Blog

Gerald Tice

  • The Operator Who Knew

    A capital request was already in the queue. An operator’s 45-second change to a changeover cut downtime by 70%. Why plants miss what the floor already knows.

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  • Why I Wrote The Execution Gap

    Manufacturing transformations rarely fail in the strategy or the technology. They fail in the last 100 feet, where the plan meets the shift. Here is why I wrote a book about that…

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  • Execution Is Still the Strategy

    Every new technology promises to make strategy a solved problem. Every time, the gap comes back to the same thing: whether the organization can execute.

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  • Nobody Gets Fired for Buying the Tool

    Why do smart leadership teams keep buying capability instead of building execution? Because buying is safe and building is exposed.

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  • The Real Cost of Pilot Fatigue

    Organizations don’t fail from a lack of initiatives. They fail from too many incomplete ones, and from what each stalled initiative teaches people.

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  • Why MES Implementations Fail

    The system goes live, the vendor heads to the airport, and six months later operators are back to clipboards. It’s never the technology. It’s three things that compound.

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  • What Good Looks Like on Day 90

    Most 100-day plans are built around initiatives, not indicators. The ones that deliver start with one question: what does good look like on Day 90, and how will we know?

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