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If you drive a car or use a cell phone, a single math approach made your buying dollar dramatically more powerful and you a much more satisfied customer. It also made those companies using the math to provide those products dramatically more profitable. Have you heard of Japan’s rise over US car manufacturers? That’s was due to this single mathematical approach. Unfortunately, the math was limited to industries that had a high repetitive volume, like assembly plants. That’s not true anymore – and profit making benefits are significant!

That same math can now be applied to any people-centric industry, yielding the same results in success and profitability – that’s the Holy Grail of business solutions!

A mathematical breakthrough that breaks all industry barriers - providing managers with greater spending power, increased profit potential and unlimited corporate growth. 

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This proven, powerful math approach can now be applied to any people-centric activity, like project management, operational workflow management, change management, process improvement and business process reengineering - even the roll out of a corporate initiative. It can be applied to people-centric industries, like service organizations, sales, software development or IT shops. If people are involved, this math approach now has application – that includes just about everything except assembly lines. What does that means to you? Profit, profit, profit and more profit!

Overcoming Decades of Limitations:

For the last several decades, many companies failed at finding this Holy Grail of business solutions. Many attempted to pass the intent without the math. Yet, it was the mathematics, if discovered, that could provide companies with the same competitive advantages, as it did with the manufacturing plants and their ability to dramatically acquire new market share and increase profit margins. Twenty years ago, Catalyst Technologies decided to go on this mathematical quest.

Catalyst Technologies has surpassed these limitations, not with hype or theories – but with solid science, to give executives and senior management complete access to the full power of these proven mathematical breakthrough, providing a new horizon of achieving even the most ambitious, profit-focused business goals. Remember, it’s been done before using the same math.

History Proves the Business Model and Math: 

Economic history was changed when a math approach called Statistical Process Control (SPC) was successfully applied to the making of quality cars. Make no mistake, SPC is a mathematical solution applied to manufacturing assembly lines that significantly changed the playing field in the automotive industry. Japan’s automotive industry, being the first to implement SPC, leaped over it US competitors in car sales to dominate the market – within a relatively short span of 20 years. During that time, Japan’s automotive industry reported huge earnings and unprecedented growth.

During this same period, the US automotive industry refused to use the SPC mathematical solution and laughingly waited for Japan to set the example. Japan certainly did set the example and no one in US laughed – except the car buyer with joy. After the US automotive industry lost the majority of their market share and significant amounts of money, they finally followed the Japanese example by implementing SPC within their plants. The US automotive industry is still playing catch up, both in sales and profit.

Catalyst Technologies took SPC mathematics and was able to translate into a people-centric solution, making it available so all industries could benefit.

Another example of the power of this math approach on corporate profits was seen with the Lean Six Sigma initiative. Lean Six Sigma, grounded in similar mathematical principles as SPC, was also limited to highly repetitive industries. Lean Six Sigma has been applied to various service-based operations, but with severe limitations. The organizations applying Lean Six Sigma hoped to apply the statistical foundation to increase efficiency, thereby being able to stretch their budgets or reduce costs. The principle had limited success, but not equaling the same benefits assembly line industries were able to create. That has now changed and the limits for business success have now been uncapped.

It’s the real thing!

Twenty years ago, Catalyst Technologies set out on discovering the Holy Grail of business solutions, applying the successful SPC and Lean mathematics described to organizations and businesses at the workforce level, giving executives and senior management an unprecedented edge to both increasing yearly business profits and getting more spending value from their fixed budgets. With awe-inspiring success, the results were demonstrated repeatedly in a variety of organizational applications, including project management, operational workflow management, business process reengineering and corporate initiative achievement.

This mathematical breakthrough, extending this proven math into people-centric environments, is named the “Average Performance Range and Index” (APRI) because it statistically focuses on identifying and increasing performance range and managing to a performance index. It allows people-centric industries to benefit from the powerful algorithms described, yielding increased profits, spending power, limitless growth and an opportunity to do more with less.

Implementing APRI within an organization allows executive and senior teams to turn their worst group, division, department or business unit into its best, with mathematical precision and speed. This comes as no surprise to the Japanese automotive industry, and no longer a surprise to the US industry.

SPC and Lean Six Sigma have proven that an executive needs an objective answer to the question, “How much more profit can be earned given current conditions?” APRI gives that answer using the same math in people-centric environments, with objectivity and precision. And if the “factual” answer falls short of what’s needed, APRI will provide a path that offers the highest rate of success to obtaining corporate goals. 

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