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Direct Support · 04

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Process & Operations

Everyone works hard; so why is the work always late?

Starting point
Introductory meetingWe clarify the need and the scope together.
Scope
As neededA single line or process, or the whole operation.
Outcome
Decision reportRanked findings and recommendations.

Labour, energy and financing costs are rising fast, and productivity is not keeping pace. A large share of installed capacity is lost to waiting, rework and unplanned stoppages; overtime hides this for a while, then returns as cost. We look at where work waits end to end, where it is repeated and whose desk it sits on.

The symptoms that bring companies to us

  1. 01

    There is overtime, yet orders are still late; shipments pile up at month end.

  2. 02

    The machines are there and capacity looks sufficient on paper, but the line stops often and changeovers and waiting take long.

  3. 03

    Scrap, returns and rework are treated as normal; no one knows what they cost.

  4. 04

    An order waits at every hand-off between departments; approval paperwork travels from desk to desk.

  5. 05

    Labour costs have risen sharply and cannot be passed on in price; there is no visible way to do the same work with fewer resources.

  6. 06

    When one person goes on leave the work stops; the process is not written down, it lives in people’s heads.

Two starting points

If cost pressure is rising

Losses first: we identify where time, material and labour are wasted, and where quick gains are possible.

If you are preparing to grow or invest

We check whether current processes can carry more volume, and what needs fixing before the investment.

How it works

  1. SymptomObservation on site, records and interviews: where work waits and where it is repeated.
  2. MechanismThe flow, decisions and habits that create delay and loss: where the problem starts.
  3. Root cause and decisionRecommendations ranked by importance and urgency, each with an owner and a timeline.

The questions we answer

  • How many days does the work take end to end, and how much of that is real work versus waiting?
  • Where is the bottleneck: in the machine, the people, the approval or the information?
  • How much of installed capacity creates value, and where is the rest lost?
  • What do scrap, rework and delays cost the company each year?
  • Are there a few indicators (KPIs) that show operations accurately, and are they discussed on the shop floor?