What an engagement consists of.
Four disciplines that rarely come alone. Which of them weighs most depends on where you stand, and we decide that together before any plan is drawn up.
The four disciplines
They hang together. A management system without daily management turns into paper, and daily management without anchoring in leadership behaviour lasts a quarter.
Change leadership
What decides whether the improvement is still standing in six months.
- Leadership behaviour and daily routines among middle managers
- A clear structure for responsibility and decisions, with no grey zones
- Anchoring measured on whether the change held — not on whether it was delivered
Daily management
The rhythm that catches deviations the same day they occur.
- Board meetings from the floor to management, with clear escalation rules
- Measures that are actually used to steer by
- The board: our own software for the daily operations meeting
Operations and capacity
Make the loss visible, and get the capacity back without buying anything new.
- Value stream mapping and OEE measurement on the critical processes
- Bottleneck management and changeover time reduction
- A basis for decisions in numbers rather than in impressions
Quality and ISO management systems
A management system you own yourselves, and that passes an external audit.
- ISO 9001: building, implementing and preparing for audit
- CAPA and systematic root cause analysis that prevents recurrence
- FMEA and risk management on processes and products
Four phases. The last one is the one most engagements skip, and the only one that decides whether any of the others are still standing in six months.
Map
We measure where capacity, time and quality disappear, and talk to the people doing the work.
A fact-based picture of the operation and a prioritised list of what costs the most.
Build
We design the system, the responsibilities and the routines together with your own people.
Boards, standards and escalation rules that fit your day-to-day, not a template.
Execute
We run the routines side by side with the team, until they become the normal way of working.
An operation running on the new system, and managers who have tried it in practice.
Anchor
We train the managers in the daily routines and follow up until the operation carries itself.
A system you own, and a measurement of whether the changes actually held.
And what an engagement is not
If one of these describes what you are looking for, we are not the right fit, and we would rather say so now.
- We do not deliver a report and leave. Anchoring is part of the task, not an add-on.
- We do not take over the operation. If the engagement only runs because we are there, it has not worked.
- We do not sell a method. Lean, Six Sigma and ISO are tools; the task decides which ones.
A conversation costs half an hour.
No obligation. We map your situation and say honestly whether and how we can help.
Write to us