04
Practice area
Operating model and daily management systems
Improvements were made, then quietly reversed once the attention moved elsewhere.
What the work is
The management system is what decides whether a change survives. We work on the meeting cadence, the escalation path, the measures on the board and the accountability behind them, from supervisor level upward.
Conditions we hear first
- 01Daily meetings review yesterday without changing today
- 02Boards on the floor are maintained for visitors
- 03Escalation depends on which manager is available
- 04Standard work exists as a document rather than as a practice
How it is done
Cadence design
A tiered meeting and escalation structure that matches the actual decision rights in the business, not an imported template.
Measures that move
A short set of measures a supervisor can influence within a shift, defined so that two people reading them reach the same conclusion.
Capability transfer
Coaching the front line through the first cycles so the system runs without us. Our withdrawal is part of the plan from the outset.
Engagement form
Runs alongside operational work rather than as a separate programme, with an explicit hand-over point.
Scope, duration and fees are agreed per engagement after the framing conversation. We do not publish fixed prices for work that has not been scoped, and we do not guarantee financial or operational outcomes.