Starting Situation
This client was referred to us. Weak organizational structure, no accountability or incentives, stagnant sales, plant running at ~70% capacity, and constant “firefighting.” Third-generation dynamics and a pattern of accepting excuses left profits chronically thin.

Approach

Four-day on-site Discovery (floor walks, interviews, job observations, basic metrics). We reviewed schedule/load vs. capacity, quoting and routings, scrap/rework, on-time delivery, AR aging, and leadership cadence.

​

Findings (straight talk):

The core constraint was leadership willingness: the owner was not prepared to change or take responsibility for the current condition. Systems, controls, and delegation were largely absent, leaving the owner “owning a job”—excessive hours with no scalable structure.

​

Fit Assessment:

Not a fit for S&L at this time. Without owner commitment, improvements would be unsustainable and unlikely to deliver durable results.​