Six weeks to turn an order around. Now it's three days.
"The Lean Hub's facilitators have a unique ability to engage a wide cross-section of staff."
General Manager, Stratmore Construction Solutions
Customers were waiting, and starting to say so.
Stratmore's turnaround time on completed projects for their major customers had stretched to six weeks, and it wasn't predictable. Some orders came through faster, some slower, and nobody could say in advance which it would be.
That unpredictability was the real cost. It made planning impossible, it capped how much work they could take on, and it was starting to show up in customer conversations. The team knew there were bottlenecks. What they didn't have was a shared way of finding them or the authority to change anything once they had.
Built the capability, then fixed the flow.
We started on the floor, mapping how work actually moved through the business rather than how the process document said it did. The gaps showed up quickly once everyone was looking at the same picture.
From there it was two things running together. Standardising the process so every job went the same way, and building the capability in the team so they could spot and fix the next bottleneck without us. The staff who did the work were the ones who redesigned it, which is why it held.
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