1 · Analyze
See clearly where the time and money go.
We measure how the work actually gets done before we recommend anything. Then we give you a plan your own team can run.
Sound familiar?
- Everyone is busy, and orders still go out late.
- The numbers you report don’t explain the results you get.
- Decisions wait for one person, because nobody else is sure they can make them.
What we look at
- Workflows
- How work moves from one person or team to the next, and where it waits.
- Organizational structure
- Who decides what, who reports to whom, and where responsibilities overlap or fall through.
- The KPIs you already track
- The numbers you report on today, and whether they show what’s really happening.
What you get
- The bottlenecks, named
- The specific places where time and money are lost, in plain language.
- Changes in priority order
- What to fix first, what can wait, and why.
- A growth plan your team can run
- Practical steps your own people can carry out, aimed at the bottom line.
Where the time goes
This is what a diagnosis puts on the table. The example follows one order from the moment it’s placed to the moment it ships, and splits each stage into time spent working and time spent waiting.
Example
One order, from entry to delivery: days working and waiting at each stage
After the fix, the same order waited 4 days in total instead of 11.
How an engagement runs
It comes in two stages. The diagnosis stands on its own: you get the findings and the plan, and you decide what happens next. If you want us alongside while the changes go in, that’s the second stage.
Diagnosis · 01
Listen
We start with your leadership team: what you’re trying to do, and what’s in the way.
Diagnosis · 02
Measure
We look at your workflows, your structure and your numbers as they are today.
Diagnosis · 03
Recommend
You get the bottlenecks and the changes, in the order we’d make them.
Optional · 04
Help put it in place
If you want us there, we work alongside your team while the changes go in.
How long an engagement takes, stage by stage
Where it leads
A diagnosis usually points to two kinds of work: people who need new skills, and products that need more doors open. Our other two practices start from the same findings, so nothing gets lost in a handover.