Fractional COO & ERP lead for manufacturing
I get the floor and the back office telling the same story, so inventory, production and orders stop disagreeing and margin stops leaking.
16 years inside the operational layer. An independent fractional operator.
How Manufacturing operations break
In manufacturing, the gap between what the system says and what is actually on the floor is where money quietly disappears. The businesses I meet often have a capable team and a decent ERP that nobody fully trusts, because the process around it was never tightened. So people keep a spreadsheet on the side, and the two versions of reality drift apart.
Inventory is not trusted
What the system says is in stock and what is actually on the shelf disagree, so planning becomes guesswork.
The ERP does not reflect reality
The system was implemented but the process around it was not, so people work around it and it slowly becomes fiction.
The floor and the office disagree
Production knows one thing, the office another, and reconciling them is a manual, after-the-fact job.
Planning runs on spreadsheets
The real planning happens in someone's workbook because nobody trusts the system, which means it lives in one head.
Cost and margin are unclear per product
You know you are profitable overall, but not which products or runs are quietly losing money.
Exceptions break the flow
The standard process copes with the standard case, and every change order or exception becomes a scramble.
The system was installed, the process was not
Most manufacturers I meet bought the right ERP and then never got the process around it tight enough to trust. Implementation was treated as a software project instead of an operational one. The fix is not more software. It is tightening the process so the system reflects the floor, and the floor trusts the system.
The order matters more than any single fix.
Diagnose first
I walk the flow from order to floor to ledger and find where the system and reality part ways. The Operations Audit shows what to fix first.
Make the system reflect reality
Tighten the process so what happens on the floor is what the system shows, and the side spreadsheets can retire.
Implement, not advise
I lead the operational side of the fix and stay until inventory and planning are trusted. Where the build needs a full team, it is delivered by a trusted delivery team I coordinate.
Make cost visible
Per-product and per-run economics you can actually see and act on.
Leave it running
A process the team owns and a system they trust.
Inventory is trusted, so planning stops being a guess. The ERP reflects the floor, and the side spreadsheets are gone. Production and the office agree without a manual reconciliation. And you can see which products and runs actually make money.
Where to start.
Operations Audit
The low-risk front door: I walk the flow from order to floor to ledger and hand you a prioritised fix list.
Learn more →ERP Advisory & Implementation Lead
I lead the operational side of your ERP so the system reflects the floor. The build is delivered by a trusted delivery team I coordinate.
Learn more →Process Review & Redesign
I tighten the process around the system so inventory and planning become trustworthy.
Learn more →Get the floor and the system to agree.
A 30-minute call, no pitch. Tell me what is breaking and I will tell you straight whether I can help.