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Archives for July 2026

The Hidden Cost of Organizational Friction

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The Waste You Never Measure

Manufacturing organizations measure almost everything.

We track productivity, quality, on-time delivery, inventory turns, scrap, downtime, labor efficiency, safety, overall equipment effectiveness, etc. Dashboards display performance in real time, giving leaders more operational data than ever before.

Yet after more than twenty years working with manufacturers, I’ve noticed that many organizations overlook one of the greatest barriers to sustained performance. It’s organizational friction.

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Linchpin Business Advisors Introduces New Hybrid Consulting Model for Manufacturing Operational Excellence

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Verna Lynch, Founder of Linchpin Business Advisors

Linchpin Business Advisors is excited to announce the launch of its new Hybrid Consulting Model, an innovative approach designed to help manufacturing organizations achieve operational excellence while minimizing disruption to day-to-day operations.

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Linchpin Business Advisors Launches Global Speaking Initiative for Manufacturing Leaders

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Verna Lynch, Founder of Linchpin Business Advisors

Linchpin Business Advisors is pleased to announce the launch of a global speaking initiative designed to help manufacturing leaders improve operational excellence through stronger organizational design, leadership, and execution.

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Knowing Isn’t Doing – Why Good Organizations Still Fail to Improve

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One of the questions I often ask leadership teams is surprisingly simple:

“What are the three most important things your organization needs to improve?” The answers come quickly.

  • “We need to improve communication.”
  • “We need to develop our supervisors.”
  • “We need to reduce lead times.”
  • “We need better cross-functional collaboration.” “We need to become more proactive.”

The conversation rarely stalls because leaders don’t know what needs to improve. In fact, most organizations have a remarkably accurate understanding of their biggest challenges.

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Your Organization Doesn’t Have an Operations Problem.

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It Has an Execution Problem.

If I asked a room full of manufacturing leaders what keeps them awake at night, I’d probably hear a familiar list:

  • Missed production targets
  • Quality issues
  • Labor shortages
  • Rising costs
  • Too many priorities
  • Difficulty implementing change

Most organizations naturally view these as operational problems. The “solutions” are equally familiar: improve the process, invest in new technology, launch another Lean initiative, or provide more training. Those are all worthwhile actions, but after more than twenty years working with manufacturers, I’ve come to believe that many organizations are solving the wrong problem. The issue isn’t always operations. More often, it’s execution.

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