Services at a Glance

Public Speaking:

Christopher Guerrera is the CEO and founder of PACE Systems with National recognition. PACE was started in 2013 and have grown to national scales in record time. PACE is now one of the most sought-after company in the US, leading the way to growth and profitability.
Chris and his PACE systems have enjoyed national exposure with multiple product lines. He has been featured on Good Morning America 4X including Shark Tank and was the MC of the Shark Tank panel for the MAKE48 competition hosted by the Smithsonian Lemelson Center in Washington DC. He has products displayed at trade shows over the USA alongside such household name products as Scrub Daddy®, Squatty Potty®, Paint Brush Cover®, Drop Stop®, and ReadeRest®, all products that have achieved mass distribution & sales after their appearance on the reality TV series ‘Shark Tank.

He participated in a Good Morning America National commercial campaign featuring anchors Robin Roberts, George Stephanopoulos, Amy Robach, Ginger Zee, Lara Spencer, Michael Strahan, Jessie Palmer and hip-hop singer Flo-Rida. He was featured on the Kathy Ireland program Modern Living a national syndicated television show and now working closely with Christina Tosi of MasterChef.
Chris takes great pride with his ability to network at a national level but has the understanding how to close a deal and keep his products made in the USA. Chris was an integral part of the 1/8 turn fuel system design and development for Ford Motor Company and is listed on the patent as the Chief Design Engineer for the Ford Taurus vehicle that was first in its class to have such a sophisticated fuel system design that revolutionized the industry. Chris was instrumental in the BMW start-up and success in the United States where he managed the interior group for the BMW Z3 and X5. He was awarded the JD Powers and Associates best in class Quality Award from BMW.

Chris is an expert in networking, lean 6 sigma and developing teams to achieve over the top results. If you would like to learn more or schedule a speaking engagement, please send a request to chris@paceimpact.com.

Executive Mentoring:

Individual and management development can take place in many forms, some delivered by managers and some by internal or external coaches, or as we call them mentors. Pace offers client guidance and on site guidance, mentoring executives and team members on site.
PACE defines the different activities as follows:
Guiding: the process of directing an individual or a group along the path leading from present state to a desired state
Coaching: helping another person to improve awareness, to set and achieve goals in order to improve a particular behavioural performance
Teaching: helping an individual or group develop cognitive skills and capabilities
Mentoring: helping to shape an individual’s beliefs and values in a positive way; often a longer term career relationship from someone who has ‘done it before’
Counselling: helping an individual to improve performance by resolving situations from the past.

World Class 5S:

  • Sort- Eliminate what is not needed
  • Set in Order – A place for everything and everything in its place
  • Shine – Cleaning and looking for ways to keep it clean
  • Standardize – Maintain and monitor the first 3 S’s
  • Sustain- Ensure the system is healthy and improving

Standardized Work Centers:

Standardized work is one of the key components of a Just-in-Time production system. In order to achieve a balanced work flow, cycle time equal to Takt time, and high quality, work must be standardized at all operations for optimum efficiency and consistency. Standardized work is not equivalent to the typical American concept of production standards or efficiency standards within a standard cost system. Standardized work refers to the systematic determination and documentation of work element sequence and process for each operation.

The objective is to clearly communicate to the operator exactly how the job should be performed.

Variability – and the inefficiency that goes with it – is removed through scientific analysis of the operation, and by eliminating: “adjustment”, searching for tools and parts, excess movements, double-handling, and awkward ergonomics.

Value Stream Mapping (VSM):

(a.k.a. Value-Added, Value-Add) Any activity that makes a product more like what a customer is willing to pay for.

Lean Manufacturing is about eliminating waste which is “Non- Value-Adding” (NVA), in order to strictly and consistently focus on Value-Adding activities which customers are more than happy to pay for.

Eliminating NVA activities is easier said than done and for this reason many Lean Tools have been developed in order to achieve this end.

 

Kan-Ban:

A Japanese term meaning “visual record” or “card.” In Lean Manufacturing speak Kan-Ban has come to mean “Signal.”

Comments: So what is Kan-Ban signaling? Kan-Ban “signals” are basically just telling workers that there is more work to be done. In other words, the presence of a “Kan-Ban Card” or an empty “Kan-Ban Location” is a “signal” to do the work described on the card (make the parts) or fill the empty Kan-Ban location with parts which means you have to make them to put them there.

There are many ways to use and implement Kan-Bans like empty totes, pallets, cartons, flashing lights, electronic messages, etc. You can even park a semi truck at a certain dock and that could be your signal to produce parts that will be shipped via this truck. There is no limit to the creativity you can have with Kan-Ban signals. One key is to make them work in your specific situation and environment.

Perhaps the most important rule of Kan-Ban is to “Obey Kan-Ban.” In other words do not go around the system or it will fail. Failing to keep the rules of Kan-Ban will result in higher inventories, greater risk for errors/defects, and other associated problems.

Now that we have emphasized keeping the rules of Kan-Ban we must discuss a few reasonable exceptions. Breaking Kan-Ban limits to production should occur if a machine has broken but will be able to catch up as soon as it is repaired. Yes, you will be building inventories, but this machines cycles faster than the feeding machine(s) and will be able to process the “TEMPORARY” glut of W.I.P. “Work in Process” parts.

One more exception might be breaking Kan-Ban to create parts for a customer or sister company that suddenly and desperately needs parts that are only finished to a certain degree. You may find yourself off-loading a machine or process to feed temporary work cells to meet this unexpected and “temporary”

 

Single Minute exchange Die (S.M.E.D.):

SMED is the Lean tool used to very quickly change machines or processes over from producing a specific part number or product to producing a different part number or product or changing an attribute(s) of the current part number or product. SMED processes are highly choreographed and rehearsed to minimize machine downtime.

Comments: Generally when we speak of SMED we are talking about changing machines over by taking out dies or mechanical structures and replacing them with other dies or structures. It is also very common to change from one color, flavor, thickness, etc. to another. Generally there is a certain amount of “purging” of current product to allow for the introduction of the “new” product or specific different elements.

Many companies now recognize the importance for minimal machine downtime during changeovers and have created entire systems for completing changeovers and setups very quickly. Likewise, many equipment manufacturers have begun integrating quick change systems into capitol equipment as a major selling point.

SWOT Analysis:

SWOT analysis (alternately SLOT analysis) is a strategic planning method used to evaluate the Strengths, Weaknesses/Limitations, Opportunities, and Threats involved in a project or in a business venture. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieve that objective. The technique is credited to Albert Humphrey, who led a convention at the Stanford Research Institute (now SRI International) in the 1960s and 1970s using data from Fortune 500 companies.[1][2]

Setting the objective should be done after the SWOT analysis has been performed. This would allow achievable goals or objectives to be set for the organization.

  • trengths: characteristics of the business, or project team that give it an advantage over others
  • eaknesses (or Limitations): are characteristics that place the team at a disadvantage relative to others
  • pportunities: external chances to improve performance (e.g. make greater profits) in the environment
  • hreats: external elements in the environment that could cause trouble for the business or project

Identification of SWOTs is essential because subsequent steps in the process of planning for achievement of the selected objective may be derived from the SWOTs.

First, the decision makers have to determine whether the objective is attainable, given the SWOTs. If the objective is NOT attainable a different objective must be selected and the process repeated. Users of SWOT analysis need to ask and answer questions that generate meaningful information for each category (strengths, opportunities, weaknesses, and threats) in order to maximize the benefits of this evaluation and find their competitive advantage.

Matching and converting 

One way of utilizing SWOT is matching and converting. Matching is used to find competitive advantages by matching the strengths to opportunities. Converting is to apply conversion strategies to convert weaknesses or threats into strengths or opportunities. An example of conversion strategy is to find new markets. If the threats or weaknesses cannot be converted a company should try to minimize or avoid them.

Internal and external factors

The aim of any SWOT analysis is to identify the key internal and external factors that are important to achieving the objective. These come from within the company’s unique value chain. SWOT analysis groups key pieces of information into two main categories:

  • Internal factors – The strengths and weaknesses internal to the organization.
  • External factors – The opportunities and threats presented by the external environment to the organization.

The internal factors may be viewed as strengths or weaknesses depending upon their impact on the organization’s objectives. What may represent strengths with respect to one objective may be weaknesses for another objective. The factors may include all of the 4Ps; as well as personnel, finance, manufacturing capabilities, and so on. The external factors may include macroeconomic matters, technological change, legislation, and socio-cultural changes, as well as changes in the marketplace or competitive position. The results are often presented in the form of a matrix.

SWOT analysis is just one method of categorization and has its own weaknesses. For example, it may tend to persuade companies to compile lists rather than think about what is actually important in achieving objectives. It also presents the resulting lists uncritically and without clear prioritization so that, for example, weak opportunities may appear to balance strong threats.

It is prudent not to eliminate too quickly any candidate SWOT entry. The importance of individual SWOTs will be revealed by the value of the strategies it generates. A SWOT item that produces valuable strategies is important. A SWOT item that generates no strategies is not important.

Use of SWOT analysis

The usefulness of SWOT analysis is not limited to profit-seeking organizations. SWOT analysis may be used in any decision-making situation when a desired end-state (objective) has been defined. Examples include: non-profit organizations, governmental units, and individuals. SWOT analysis may also be used in pre-crisis planning and preventive crisis management. SWOT analysis may also be used in creating a recommendation during a viability study/survey.

Corporate planning

As part of the development of strategies and plans to enable the organization to achieve its objectives, then that organization will use a systematic/rigorous process known as corporate planning. SWOT alongside PEST/PESTLE can be used as a basis for the analysis of business and environmental factors.[8]

  • Set objectives – defining what the organization is going to do
  • Environmental scanning-Internal appraisals of the organization’s SWOT, this needs to include an assessment of the present situation as well as a portfolio of products/services and an analysis of the product/service life cycle
  • Analysis of existing strategies, this should determine relevance from the results of an internal/external appraisal. This may include gap analysis which will look at environmental factors
  • Strategic Issues defined – key factors in the development of a corporate plan which needs to be addressed by the organization
  • Develop new/revised strategies – revised analysis of strategic issues may mean the objectives need to change
  • Establish critical success factors – the achievement of objectives and strategy implementation
  • Preparation of operational, resource, projects plans for strategy implementation
  • Monitoring results – mapping against plans, taking corrective action which may mean amending objectives/strategies.[9]

Marketing

In many competitor analyses, marketers build detailed profiles of each competitor in the market, focusing especially on their relative competitive strengths and weaknesses using SWOT analysis. Marketing managers will examine each competitor’s cost structure, sources of profits, resources and competencies, competitive positioning and product differentiation, degree of vertical integration, historical responses to industry developments, and other factors.

Marketing management often finds it necessary to invest in research to collect the data required to perform accurate marketing analysis. Accordingly, management often conducts market research (alternately marketing research) to obtain this information. Marketers employ a variety of techniques to conduct market research, but some of the more common include:

  • Qualitative marketing research, such as focus groups
  • Quantitative marketing research, such as statistical surveys
  • Experimental techniques such as test markets
  • Observational techniques such as ethnographic (on-site) observation
  • Marketing managers may also design and oversee various environmental scanning and competitive intelligence processes to help identify trends and inform the company’s marketing analysis.

 

Below is an example SWOT analysis of a market position of a small management consultancy with specialism in HRM.

Strengths

Weaknesses

Opportunities

Threats

Reputation in marketplace Shortage of consultants at operating level rather than partner level Well established position with a well defined market niche Large consultancies operating at a minor level
Expertise at partner level in HRM consultancy Unable to deal with multi-disciplinary assignments because of size or lack of ability Identified market for consultancy in areas other than HRM Other small consultancies looking to invade the marketplace