1–2
Diagnose
We walk the floor, read the data, and interview the people who actually do the work.
About
Operators, not slide-makers
This practice exists because too much operations consulting is done by people who have never had to explain a missed shipment to a customer.
David Okonkwo
I spent twelve years in operations before I advised anyone. Plant supervisor, then distribution manager, then VP of Operations at a regional food manufacturer that grew from $30M to $140M in six years — most of it messier than the case study version.
What I learned in that growth is the basis of the practice: the constraint moves. Fix throughput and it becomes an inventory problem. Fix inventory and it becomes a scheduling problem. Companies stall because they keep solving last year's constraint.
- MBA, Operations Management — Northwestern Kellogg
- Certified in Theory of Constraints (TOCICO)
- Former VP Operations, regional food manufacturer
- Advisor to four private-equity operating teams
How engagements run
Ninety days, four movements
3–4
Quantify
Every problem gets a number attached. If we cannot size it, we do not recommend it.
5–10
Implement
Alongside your team, in your systems. No parallel process.
11–12
Hand over
Documentation, training, and a measurement routine your managers can run without us.
Principles
How we work
We leave before you want us to
An engagement that cannot end is a dependency, not a result. Every project has a defined handover.
Your team does the work
We do not run your operation. We help your managers see it clearly and change it — so the improvement survives our departure.
Numbers or it did not happen
Every recommendation carries a quantified impact and a way to measure it. If we cannot size it, we will tell you that too.