Consulting
Consulting for operations — independent, experienced and focused on implementation.
Some challenges do not call for another manager. They call for clarity.
- What is causing the poor performance?
- Why is an organisation not working?
- Is a business plan operationally realistic?
- What structure does a plant need?
- Where are the real cost and performance levers?
This is exactly where my consulting begins.
Areas of consulting
- Operations assessmentA structured evaluation of production, organisation, processes and performance. Particularly suited to management boards, owners and investors.
- Production performanceAnalysis of capacity, bottlenecks, productivity, organisation, shift models, material flows, key figures and planning processes. The outcome is not a general catalogue of measures but a prioritised roadmap.
- RestructuringEvaluating and redesigning organisation, cost structures, production structures, responsibilities, processes and sites.
- Plant structure and footprintHow many sites are needed? Which products belong in which plant? What capacity is actually required? Which investments make economic sense?
- Delivery performanceWhere delivery problems persist over a longer period, the cause is rarely a single process. I examine the interplay of planning, production, staffing, material, organisation and leadership.
- Plant transfersA transfer has to account for production, quality, customer supply, people, equipment and deadlines at the same time. I support planning, structuring and delivery.
Consulting for investors
Before or after an investment, an independent assessment of operations can be decisive.
- Is the business plan operationally realistic?
- Which investments are required?
- Where do performance risks lie?
- Which improvements are realistic?
- Which management capacity is missing?
The outcome
Consulting should deliver three things:
- Transparencyabout the actual situation.
- Clarityabout the most important decisions.
- A routeto realistic implementation.