Operations management consulting
Operations management consulting for teams that move vehicles, drivers, vendors and inventory: standard operating procedures, vendor management and weekly scorecards, written with the people who run them.
Operations management consulting, in plain terms.
Operations management consulting looks at how work moves from intake to done, who owns each step, where it waits, and how anyone can see it. The output is written down: process maps, standard operating procedures, vendor standards and one weekly readout the team owns.
On the floor: every car accounted for, intake to release.
In the field's own terms.
Practice
- SOP development and standard work
- Business process mapping
- Bottleneck analysis and cycle-time reduction
- Vendor management and SLA enforcement
- Reconditioning cycle management
- Chain-of-custody documentation
- Dispatch and route operations
- Weekly business review cadence
- Change management and cutover planning
- Single source of truth data design
- Role-based access control
What the work covered
- A dealership reconditioning pipeline, from intake and diagnosis to vendor assignment and release, held to a six-day average turn
- A last-mile delivery station with 40 vans and 100 employees, opened October 2022
The deliverable.
One record per unit, one owner per stage, and a weekly readout the whole team sees.
No surprises.
What is a reconditioning pipeline?+
In a dealership, reconditioning is the work that gets a used car front-line ready: inspection, repairs, detail and release. A pipeline gives every car one record and every stage one owner, so time in the process can be measured and cut. One like it held a six-day average turn.
What is a weekly business review?+
A fixed weekly meeting run from one page of the same numbers, so the team sees what moved, what is stuck and who owns the next step.
Tell us the bottleneck.
We’ll show you the machine.
One record per unit, one owner per stage, and a weekly readout the whole team sees.