Operations Science Institute

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Organization Development, Your People and Your Resources Solve Operations Challenges

Decades of experience with leading companies around the world has shown that many organizations have plenty of technology and good employees, yet they still can not achieve the results they want. The cause is very commonly an unseen gap in their leadership approach due to poor command of operations science. The gap usually exists in both strategy formulation and operations execution.

The Operations Science Institute provides advisory services or education and training or both for leaders and their organizations to

– Achieve higher throughput, lower cost, optimal inventory, better efficiency, and best possible service levels

– Engage and inspire people. Develop their expertise through science-based education and training to achieve best possible performance

– Focus and unify efforts. Operations science enables progression from a multitude of opinions to a science-based definition of the vital few solutions

– Strengthen operations leadership and prepare new operations managers for successful leadership

– Eliminate finger-pointing and complaining from poor results

– Achieve the promised benefit of investments in ERP deployments, Lean, Digital and other initiatives or resources

– Determine strategy disconnects

– Align business and operations strategy

– Assess organizational capability

– Evaluate mergers and acquisition.

– Construct operations science-based plans for effective integration of organizations

Is the Institute a Consulting Organization?

This is a common question, the short answer is “No.”

Through training and coaching, the OSI provides operations science in the context of the customer’s business. The customer’s people, who know the work better than anyone, inevitably grasp the science and generate a flood of ideas to apply the science and achieve results that are often beyond what either the OSI or the customer originally expected. During training and coaching, OSI personnel provide plenty of mentoring and technical advice to help customers succeed but the success is rooted in the customer’s own experience and efforts which is as it should be. The OSI and operations science are catalysts for success.

Classic consulting arrangements often set up adversarial situations. The customer is focused on goals like a 10% cost reduction, a 40% reduction in response time, a 30% reduction in inventory, or an improvement in service levels to 95% on-time. This is completely reasonable and, based on limited information, the consultant agrees because they want the engagement and, if needed, will bill more hours for work scope expansion when the opportunity arises. In practice, the customer may or may not be satisfied that expected value has been provided. Consultants often provide methodologies, software, or tools that are either forgotten or poorly used after the consultant leaves. When things go bad, there are recriminations about whether the customer did what the consultant recommended or whether the consultant had the required expertise or made the appropriate effort to achieve the required result. Organization development from the OSI avoids this adversarial dynamic.  The customer’s employees achieve results using their operations science knowledge.

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