Operational Excellence
Stronger performance.
Operations that keep pace with your business.
Improve productivity and delivery performance. Align factories and supply networks. Lead critical changes with clear accountability.
DEFLORIN Business Mechanics connects the decisions you need with hands-on leadership of their implementation.
Where does performance need to improve?
Improve performance and profitability
Reduce bottlenecks, lead times and inventory. Improve productivity, quality and delivery performance.
Align factories and supply networks
Align factory planning, global footprint and site changes with demand, customer proximity and supply risks.
Lead change and critical phases
Industrialisation, production ramp-up or leadership gaps. DBM takes responsibility through agreed transformation and interim engagements.
AI and automation are assessed where they can improve operational performance economically.
An example from a previous engagement
Less space.
Same capacity.
Production and office floor space and warehouse volume were reduced during a site move. Order-fulfilment capacity remained unchanged.
Material flow, logistics and assembly were redesigned together for the new site. The future operating model shaped the move.
Role of Martin Deflorin: Transformation lead for the new manufacturing site and process redesign across the value chain.
View the footprint case study →A concrete first step
Operations Opportunity Assessment
Where will improvement have the greatest effect? DBM assesses a defined process, production area or site.
Discuss the assessment- 01Define the objective
Agree the starting point, relevant performance measures and scope of the assessment.
- 02Understand the operation
Review data, processes and interfaces with the people responsible. On site where needed.
- 03Build the action plan
Prioritise actions by impact and effort. Document initial impact estimates and the assumptions behind them.
Your outcome: a prioritised action plan with initial impact and effort estimates, explicit assumptions, performance measures and responsibilities.
Implementation of the actions is agreed separately. Scope, timing and fees are agreed before work starts.
Personal accountability through to implementation.
Martin Deflorin leads engagements personally as an adviser, transformation lead or interim executive. Where leadership is urgently needed, a suitable engagement can be agreed directly. Specialists are brought in as required.