The Problem

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Most manufacturers at this scale are running their operations on a plan that stopped being the plan sometime on Monday morning.

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By Thursday, production is firefighting. Procurement is expediting. The dispatch team is making promises the floor cannot keep. Working capital is tied up in the wrong inventory. And the ops review on Friday produces the same explanations it produced last Friday.

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The numbers are not the problem. The MIS is not the problem. The people are not the problem.

 

The way the operation is managed week to week — how decisions get made, how information moves, where accountability sits — that is where the cash and margin are going.

 

It is not visible from inside. Everyone has adapted to it. It has become the way things work here.

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How I work

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I work directly with the CEO and the leadership team. No junior consultants. No subcontractors.

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The engagement begins with three to four weeks on-site. I am not there to interview people or fill in templates. I am watching how the operation is actually managed — week to week, decision by decision — and where it diverges from what the leadership team believes is happening.

 

That divergence is always there. It is always specific. And it always has a financial consequence.

 

Thirty years across manufacturing operations means I have seen these patterns before — in different industries, different scales, different ownership structures. I locate the fault precisely. I put a number on what it is costing. I design the corrections.

 

Then I stay through implementation — working alongside the leadership team until the new way of working is embedded and holding.

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90 days. Measurable outcomes. No new software. No new headcount.

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What this has produced

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— Working capital reduced by 22%

— Planning accuracy taken to 97%

— On-time delivery improved from 65% to 95%

— Order-to-cash cycle cut by 15 days

— Emergency Air freight costs reduced by 97%