Operations & Performance
Cost, throughput, quality and service: the operation measured where the work actually happens, then redesigned with the people who do it, to a number agreed before we start.
£110–160k, fixed · quoted before we start
Four numbers before the argument.
−23%
the measure
unplanned turbine downtime, over a year
10
weeks
embedded, on the floor, in the depot, in the queue
£110k
to £160k, fixed
quoted before we start
03
Stage of the method
Delivery, 12 weeks of the 28
Four parts, and what each is for.
Process measurement
Time, touches, rework and waits, counted at the point of work, not estimated in a workshop.
Capacity & scheduling
Demand against capacity by hour, site and skill; the mismatch is usually the whole story.
Supply chain
Inventory, lead time and service level, and the trade-off between them made explicit.
Service operations
Queues, backlogs and handovers, redesigned so the worst-served customer is served first.
4 steps, in this order, every time.
The measurement
Six weeks on the floor: every step timed, every wait and rework counted, at the point of work.
The mismatch
Demand against capacity by hour, site and skill, the pattern is usually visible in a week.
The redesign
Written with the team leads, tested in one site or one queue before it is asked of the rest.
The run-rate
Tracked weekly, published to the board monthly, for twelve months after we leave.
What you are holding at the end.
You leave with
The operation, measured: a baseline your own team can rerun
A redesign the team leads wrote with us
A run-rate improvement, tracked weekly for a year
−23% unplanned turbine downtime, over a year
Buy this when
01Cost is rising faster than volume and every team has a reason why it is another team's fault.
02Service levels are missed in the same places every quarter.
03A previous efficiency programme delivered its slides and none of its savings.
If none of these is true yet, the audit is the cheaper place to start.
“The schedule is argued with now, rather than followed. That is the difference between a tool the floor trusts and one it works around.”
Where it has been bought, and what it came to.
Maintenance regime redesign at Halvard Energy
−23%
unplanned turbine downtime
Network redesign at Northline Logistics
+9.6pp
on-time delivery across the network
The full record
64cases
Every engagement we are allowed to name, each with the figure agreed at the start.
All cases