Operational Profit Leak Audit

What you receive

1. A one page financial summary, firstWritten so your controller can read it without reading anything else. If the rest of the report never gets opened, this page still does its job.
2. Findings sorted into three kinds of leakTime, quality, and vendor. Each is a different problem with a different fix, and mixing them is why most improvement lists stall.
3. A dollar figure against each itemNot a severity rating and not a red amber green. A number, so items can be compared against each other and against the cost of fixing them.
4. A rankingThe report ends with a short list rather than a long one. The decision in front of you is which two or three to act on this quarter.

Every figure says where it came from.

This is the part that matters most and the part most operational reports skip.

• MeasuredTaken from your records. Downtime log, scrap and rework report, production volume. You can reproduce it yourself.
• ObservedTimed or counted by me during the visit. Real, but a sample of one day rather than a trend.
• EstimatedBuilt from operating experience where no data exists yet. Labeled so you can discount it, and so you know which gaps are worth starting to measure.

The same questions get asked at every plant.

The visit runs against a fixed observation set, structured in seven categories. That matters for two reasons. Nothing gets skipped because the day ran short or a conversation went long, and two plants are genuinely comparable, so a pattern across engagements is real rather than an artifact of what I happened to ask on the day.

What it is not is a form being worked through. Twenty years on production floors is what decides which questions to follow and where to stop and actually watch something.

Nobody is getting pitched on your own floor.

The whole engagement, start to finish, so there is no part of it you have to take on faith.

1. Scope confirmed in writingWhat is being looked at, what is not, and what it costs. Before anything else happens.
2. Intake and data request sent aheadDowntime log, scrap and rework, volume for the trailing three months. Send what exists, in whatever form it exists. Nothing needs cleaning up first, and no item on that list is a condition of the engagement.
3. A thirty minute call before I arriveWe confirm which floor, which shift, and who is walking it with me.
4. Three hours on siteCounting the call and your walking partner's time, figure about half a day of yours in total.
5. Analysis off siteYour team goes back to work. The thinking happens on my time, not in your conference room.
6. Findings within seven daysSorted, priced, ranked, and labeled by basis.
7. Your decisionAct on it yourself, act on it with help, or do nothing. The report is yours either way.

What this is not

• Not a compliance or certification audit.Nothing here is against ISO, SQF, or any external standard. This is about margin.
• Not a headcount exercise.The point is to get more out of what you already have. If the answer were to cut people, you would not need me to find it.
• Not a software or systems recommendation.No platform gets proposed, and nothing gets implemented during the audit.
• Not a survey of opinions.Your team gets talked to, but the findings come from records and from watching the work, not from a questionnaire.