Implementation and profit counting
From theory to the smell of grease on the floor
Most consulting firms finish work when they hand over a binder with a report. We at Orzeł Strategii Group do it differently. We enter the hall on Monday at 7:00 AM, when machines are just starting up. We talk to people at the stations because they know best where the process fails. We don't use difficult words; we focus on making the work go smoothly. If 8 workers lose 14 minutes a day running unnecessarily to the warehouse, in a month's time you lose specific hours for which you pay out of your own pocket.
Setting the work rhythm with foremen
Cooperation with your staff is the key to success. We don't change everything by force. We look for small adjustments that give a large effect. In one plant near Warsaw where they produce metal parts, we only changed the way orders are handed over between shifts. The effect? Downtime fell by 22 minutes every 24 hours. Foremen quickly catch the new system because they see they have less fire putting out and fewer complaints from management. (I'll be honest: there's resistance at first, but when after 11 days you see the first slack in the schedule, the atmosphere improves immediately).
Counting every penny in the wallet
After the first month of implementing the changes, we do a hard audit of the results. We sit down with energy invoices, waste summaries, and hourly reports. We compare current data with results from the last 10 months. We are only interested in facts. If we calculated that you would save 4,300 PLN a month on material consumption alone, we must see it in the spreadsheets. At Orzeł Strategii Group, we count every penny because we know that in the production business, margin escapes in such small leaks.
Why are our numbers reliable?
We don't promise miracles that can't be delivered. We base our forecasts on hard data from your hall, not on theoretical models from textbooks. Usually, our calculations are quite conservative. In practice, it turns out that real profit after implementation is 11.6% higher than we assumed at the start. This results from the fact that order in one department naturally forces better organization in subsequent ones. A good work rhythm simply spreads.
Heads-up: We don't work with companies looking only for pretty charts for presentations. We are for those who want to realistically improve the machine that makes money. If your hall is to stop generating unnecessary costs, we must start with specifics.