but operations. They faced frequent quality complaints, a shortage of manpower, and high operational costs due to excessive inventory and long production times. The owner was overwhelmed, managing 3,000 employees with only supervisor support and no secondary leadership. The industry is highly disorganized, making it hard to find knowledgeable workers and adapt to modern, machine-driven processes. The sales team lacked confidence due to quality issues, missing out on big accounts and export buyers.
Solutions Provided
We began by developing a secondary line of leaders in key areas: production, HR, sales, finance, operations, and administration. This freed up the owner to focus on other business aspects. We created standard operating procedures (SOPs) for major departments and trained the team to meet new industry requirements, including using reports, machines, and software. Benchmarks were set for process times and inventory levels, and we established a quality control department at each production stage. To boost production and address labor shortages, we outsourced parts of the production process with quality benchmarks and opened new factories.
Execution Assistance
The first step was upgrading the current team, so we designed training modules based on business needs and defined job descriptions for each role. We established a weekly review system for each department to track progress and provide coaching. We set a one-year plan with specific goals for each department and assigned targets to everyone.
End Result
Complaints reduced by 90%, and production doubled. The company began using robots in production and implemented ERP to manage inventory. Process times dropped from 120 days to 60 days, and inventory decreased from 120 days to 45 days. The owner freed up 40% of their time from routine processes.
