Strategy execution and anchoring
Most improvements last until the consultant goes home.
We make operations stable and self-sustaining, and stay until they carry themselves.
What we work with
Strategy is not decided at the offsite. It is decided at tomorrow’s tier meeting.
- 1The boardA few breakthrough goals with an owner and a number, not a catalogue.
- 2The areaThose goals translated into what this area is to move this year.
- 3The teamA few numbers on the board that the team itself can move.
- 4Tomorrow morningThe deviation surfaces, gets an owner, and is closed or escalated.
It is not the will that is missing. It is the structure and the habits around the work.
Everyone promises the improvement will last. We have written down how you check it.
Five checks, 90 days after a change was closed. They take an hour and a half, they need no access to your data, and you can run them without us — including on work we did not do.
The protocol is published before the result is known. It can therefore go against us. That is why it means something.
Read the protocol- 1Is the change still there?
- 2Does anyone besides its author use it?
- 3Has the number followed?
- 4Has the problem stopped coming back?
- 5Has it survived a disruption?
The method does not change with the sector.
Eight questions, two minutes, a concrete read
The operations check tells you which of the four phases your operation is actually in, and which one it makes sense to start from.
Take the operations checkWhat we keep seeing
The whole knowledge base
- Management · 6 min
Lean doesn’t fail. Management does.
- Management · 5 min
The problem isn’t the employees
- Methods · 7 min
Standard work: the foundation beneath every improvement
- Methods · 5 min
Standards aren’t control — they are freedom
- Operations · 8 min
The bottleneck decides everything: a practical introduction to the Theory of Constraints
Frequently asked questions
What is Operational Excellence, and how does it differ from ordinary Lean?
Lean is a collection of methods (VSM, 5S, SMED and so on), while Operational Excellence is about making stable operations the norm — even after the consultant has gone home. We use the Lean and OEE tools, but anchor them in management behaviour and daily routines so the improvements last.
Do you only work with Lean?
No. The core is operations, quality and management systems. Lean and Six Sigma are tools we use, but the task is just as often an ISO management system that needs to be owned and to pass an external audit, or a daily management routine that has to give leadership a decision base they can trust.
How do you measure how much capacity is being lost?
We map your value stream (VSM) and measure OEE — availability, performance and quality — so the real loss drivers become visible. You can get a first overview with our free OEE and downtime calculator.
What is Daily Management, and why does it work?
Daily Management is a structured daily routine where deviations become visible and are handled immediately — from the shop floor to leadership via tier meetings. It works because it changes behaviour every day, not just during a project.
How long before we see results?
The first loss drivers usually become visible within the first few weeks. Lasting results depend on anchoring — which is why we build the systems together with your own organisation, so they carry operations once we have gone.
What does an engagement cost?
It depends on scope and goals. We always start with a no-obligation conversation where we map your situation and say honestly whether and how we can help — before any plan is drawn up.
A conversation costs half an hour.
We map your situation and say honestly whether and how we can help — before any plan is drawn up.
Write to us