Organization and Labor Design
Your organization was built for a different plant.
We size structure and labor to the work, from a single plant to a merged network, without breaking the operation.
Where the time goes
Only a small part of your labor is value-added.
Significant productivity gains can come simply from correcting where people spend their time. Most plants carry the cost of a structure nobody designed.
- Layers that were added and never removed.
- Overtime that quietly became the plan.
Is every operator loaded to takt?
The design
The right number of people, in the right seats, clear on the job.
A data-driven process, carried out with your process owners, leaders and functional experts.
- Every role tied to the part of the strategy it delivers.
What we design
| Part | What it means |
|---|---|
| Right sizing | The exact resources it takes to deliver the results the business needs |
| Right positioning | The right capability on the critical tasks, so losses go down |
| Organizational alignment | Clear roles and responsibilities, tied to the strategy |
The record
About $20M a year from a redesigned operations organization.
After a merger, a Fortune 500 beverage company had two operations organizations, with redundant roles and unclear responsibilities. We built a standard organization at one plant, proved it, then rolled it out across the network.
- Measured in the client's own numbers.
What changed
| Measure | Result |
|---|---|
| Annual savings | About $20M |
| Organization | One standard design across every plant |
| Hourly roles | Standard line staffing, network-wide |
What you get
A workforce that works in your favor.
When people do the work that matters, the gains show up well beyond the labor line.
- Built to deliver without damaging your culture or your people's trust.
Where it shows up
| Measure | What moves |
|---|---|
| Productivity and profitability | Up, as work moves from non-value-added to value-added |
| Engagement and morale | Up, because people do work that matters |
| Turnover | Down, with better retention |
| Safety incidents and quality losses | Down |
Common questions
Something else? Ask an operator
What is labor optimization?
Aligning people to value-added work and reducing the need for resources on non-value-added tasks, so the same plant produces more with fewer losses.
Is this a headcount reduction?
It's a design for the work. Productivity gains come from correcting where people spend their time, and the goal is to get there without damaging your culture, your people's trust or your customers' confidence.
Does it work across more than one plant?
Yes. After a merger at a Fortune 500 beverage company, we built a standard operations organization at one plant, proved it, then rolled it out across the network.
Do you use our data?
Yes. It's a data-driven process, carried out with your process owners, leaders and functional experts.
How do you tell if the design worked?
In your numbers: productivity, losses, turnover, safety and quality.
Everyone on the job has done the job
Is your structure built for today's plant?
Talk to an operator who has built an organization like yours. We reply within one business day.