Capacity you cannot use
Understand the constraints behind downtime, slow changeovers and unstable production.
10-DAY VALUE CREATION ASSESSMENT
Business performance assessments
Choose a focused assessment for your hotel, automotive program or footwear operation. Turn the findings into a first-90-day improvement plan with accountable owners.
Choose the assessment for your industry.
Resorts, hotels & restaurants
Multidisciplinary site assessment
A coordinated review of commercial performance, service, people, operations and systems, supporting consistent comparisons across properties.
Explore the assessment →Automotive & supply chainAutomotive launch assessment
Protect launch milestones, stabilize critical suppliers and reduce quality and delivery losses with a practical recovery plan.
Explore the assessment →Footwear & sporting goodsFootwear factory assessment
Improve product margin, seasonal delivery and factory productivity by connecting customer expectations, suppliers and production.
Explore the assessment →What could be holding your business back?
Cash tied up in operations
Identify excess inventory, rework and supplier issues that consume working capital.
Investment without clarity
Compare automation and capital priorities using explicit costs, benefits and implementation assumptions.
Ten business days. A usable action plan.
For a defined site or program, a ten-business-day review can establish an operating baseline and first-90-day plan. Hospitality site assessments and multi-location work are tailored to property format, scope, access and data availability.
DAYS 1–3 / UNDERSTAND
Establish the baseline.
Review available operating data, walk the process and interview the people accountable for performance. Separate verified facts from assumptions.
DAYS 4–7 / PRIORITIZE
Identify the highest-value work.
Investigate constraints, test improvement options and rank initiatives by benefit, effort, investment and risk.
DAYS 8–10 / ALIGN
Agree the action plan.
Present the Value Creation Map, a first-90-day implementation plan, initiative owners, milestones and measures of progress.
Examples of what the plan can reveal.
Illustrative assessment outputs—not historical client results or guaranteed savings. Financial benefits are quantified only where the baseline and assumptions support them.
| Example finding | Improvement action | Measure of progress |
|---|---|---|
| Recurring defects at one operation | Contain the defect, verify root causes and coach the team on process controls. | First-pass yield, scrap cost and repeat-defect rate |
| A bottleneck limits customer shipments | Validate capacity, reduce changeover losses and rebalance the constrained process. | Throughput, schedule attainment and on-time delivery |
| Inventory grows despite missed deliveries | Segment stock, review replenishment rules and address supplier variability. | Inventory days, shortages and cash released |
| An automation proposal lacks a business case | Compare a focused pilot against process improvement and other capital options. | Validated benefit, capital required and payback assumptions |
| Launch readiness varies across suppliers | Assign recovery actions for tooling, capacity, quality and approval gaps. | Readiness gates, overdue actions and quality performance |
The assessment is the beginning.
Assessment & improvement action plan
Agree the priorities, accountable owners, expected benefits, timing and evidence needed to measure success.
Intensive on-site implementation
Work alongside leadership and operating teams through hands-on guidance, coaching, problem solving and implementation activities. Turn the concepts into working processes.
Quarterly visits & scorecarding
Return to review progress, verify results on the floor, examine the scorecard and resolve barriers. Reprioritize the next quarter’s improvement actions.
Continued coaching
Support leaders between visits, strengthen management routines and help teams sustain and extend the improvements.
A scorecard that keeps the plan moving.
Measures are selected around the engagement. Each has a baseline, an agreed target, an owner, a review date and a record of action.
- Quality: first-pass yield, scrap, cost of poor quality (COPQ) and warranty
- Delivery and output: on-time delivery, throughput, OEE and schedule attainment
- Cash and investment: inventory, working capital, CapEx and validated benefit
- Execution: milestones, action closure, adoption and unresolved barriers
Is implementation included in the ten days?
The ten-day assessment produces the improvement action plan. Intensive on-site implementation, quarterly visits and ongoing coaching are generally the follow-on engagement, with their scope agreed separately.
Do we need perfect data before starting?
No. The initial review identifies what can be established from available data and what needs validation. Estimates and evidence gaps are made explicit in the plan.
Can the work support an acquisition or multiple factories?
Yes. The scope can be adapted for operational due diligence, a post-acquisition 100-day plan or a multi-site manufacturing roadmap. Timing is agreed for the complexity involved.
Discuss the scope for your operation.
Start with your challenge. We agree the deliverables, schedule, responsibilities and fee before the assessment begins.