Real situations from Ontario manufacturing plants — operational turnaround, lean discipline, cultural realignment, succession, and the operations diligence gap that keeps killing M&A valuations. No frameworks. No fluff. Written by Nash Krishnan.
An improvement is not yet organizational capability when it still depends on the owner or a few experienced people to sustain it. Why knowledge concentration creates operating risk, and what allows improvement to continue when the owner is absent.
Read the article →The financials were fine. The operation wasn't transferable. Five things the buyer's ops team saw on the floor that the owner couldn't — and why this gap is killing Ontario manufacturing valuations right now. With the SMED math, the OTD numbers, and the day-91 risk that quietly unwound the deal.
Read the article →Most consultants hand you a report. I move in. The five disciplines I work on every engagement — and why the waste owners can see is rarely the waste killing the business.
Read the article →Half a day on your floor. Top three profit leaks identified. Written findings the same week. $1,500–$2,500 — credited fully to any project engagement.
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