Operations practice
Doing the same thing twice, reliably
Most operational problems are not capability problems. They are variation problems — eleven sites doing the same job eleven ways, each one convinced theirs is the sensible one.
Discuss an engagement
What the work looks like
We start on the floor. Before any process mapping, our team spends a week in the places where the work actually happens — the plant, the warehouse, the service center — because the documented process and the real one diverged years ago and nobody wrote it down.
From there the engagement usually runs along three tracks: standardizing what varies without reason, removing steps that exist because of a system limitation nobody has revisited, and building the measurement that will tell you next year whether it held.
What we will not do
We do not run headcount-reduction programs dressed up as efficiency work. If the objective is a specific redundancy number, we are the wrong firm and we will say so at the first meeting.
At a glance
- Typical length
- 4–9 months
- Team size
- 3–6 people
- Partner time
- 2 days a week
- Starts at
- $85,000
- Sectors
- Manufacturing, logistics, healthcare
Engagement shape
How an operations engagement runs
On site
A week in the places where the work happens, before we map anything.
Baseline
What things actually cost, measured consistently — often for the first time.
Design & pilot
One site, one process, proven before anyone is asked to roll it out.
Roll out & hand over
Site by site, with your own people leading each one by the third.
Related case study
Eleven sites, one way of doing things
A components manufacturer running eleven plants on eleven processes, each defended vigorously by the plant manager who designed it. We got them to one standard without closing a site or losing a manager.
−22%
Unit cost across the network
9 mo
From pilot to full roll-out
Tell us what is not working
Forty-five minutes with a partner. If operations is not actually your problem, we will tell you what is.
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