−34%average lead time in nine months
Services · 4 weeks
Operations review
A close look at how work, money and decisions move through the business, ending in a short, ranked list of what to fix first.
Most owners already sense where the business is straining. A review puts names and numbers on it, so you can act with confidence instead of instinct.
What we look at
We follow the work itself: how an order becomes a delivery and an invoice, how decisions get made and who waits on whom. We look at margin by product and customer, because the busiest work is not always the work that pays.
What you get
A short, ranked list of what to fix first, with the evidence behind each item. Most lists have six to ten items. Some are quick; one or two usually need a real project.
Who it suits
Owner-led and mid-market companies, from about $5M to $250M in revenue, that have grown faster than the way they run.
Operations review
How it runs
Kick-off with the owner
Week 1
We agree on the questions that matter, who we should talk to and what good looks like at the end.
Time on the floor
Weeks 1 to 2
Two days a week with the people doing the work, following orders, invoices and decisions from start to finish.
The numbers behind it
Weeks 2 to 3
Margin by product, customer and channel, and the cost of the delays we found.
A ranked list, in person
Week 4
A short report and a half-day session with your leadership team on what to fix first, and what to leave alone.
Operations review
Questions
How much of our time does a review take?
About a day of the owner's time over four weeks, and an hour or two from each person we interview. We fit around the work, not the other way around.
Do we have to go on to a second piece of work?
No. The review stands on its own. About half of our clients go on to planning or change work with us; the rest take the list and run it themselves.
What do we get at the end?
A report of no more than twelve pages, a ranked list of fixes with a rough cost and payback for each, and the maps and numbers behind them.
Case studies
Where we have done it
$1.8Mcash released from slow-moving inventory
Distribution and logistics
A regional distributor that made its night shift predictable
98%of morning deliveries on time, up from 86%
