Five Services. One Job.

Supervisor Training Program

The largest piece of what we do. A real curriculum for shift leads, foremen, crew chiefs, plant supervisors and field supervisors. Built around the four moves that actually run a shift: huddles, ones, standards, and coaching.

Delivered as cohort sessions inside your business, usually a half day every two weeks for ten to twelve weeks, with on-the-floor practice between sessions and a check-in cadence after the program closes. Materials are written in the language your supervisors use, with examples from the industries they actually work in. No corporate role-plays.

Trainees leave knowing exactly how to run a structured 1:1; for the software side we typically recommend the HeyRamp platform, which handles the 1:1 agenda and performance review cadence in one place so the conversation stays consistent across shifts.

• Running a shift huddle that takes ten minutes, not forty
• Running a useful one-to-one with each direct report
• Holding standards on quality, safety and attendance without becoming the bad guy
• Coaching a new hire from day one to fully productive inside thirty days
• Escalating a problem clearly, in writing, when it needs to go up

Operating Cadence Install

The weekly heartbeat of the business. Daily floor huddle, weekly leadership meeting, monthly business review, supervisor 1:1s on a real schedule. Visual KPI boards that show the state of the operation at a glance.

We do not just hand you a template. We sit in the meetings, run them with you for the first cycles, fix the ones that drift, and keep going until the cadence holds without us in the room. Most clients see the first real change in the weekly leadership meeting inside three weeks.

• Daily floor huddle by shift, by department, or by crew
• Weekly leadership meeting with a real agenda and visible numbers
• Monthly business review that the owner does not have to build from scratch
• Supervisor 1:1 rhythm with managers and direct reports
• KPI boards on the floor, owned by the people who run the work

Shop-Floor Standard Work

Take the way your best operator does the job and make it the way everyone does it. Simple, visual, on the floor. No fifty-page binders. The standard is the work, not the document.

We build standard work with the people who do the work, not behind a glass wall. That is how it sticks. Common starting points are critical changeovers, first-piece inspection, end-of-shift handoff, and the two or three tasks where quality variance is costing you the most.

• Visual standard work for the highest-variance tasks
• One-page SOPs that live at the workstation
• Changeover reduction on the critical lines or cells
• 5S done as an outcome, not a wall-paper exercise
• Audit cadence so the standard does not drift back to the old way

Owner Coaching

One on one with the owner, president or general manager. Usually monthly, sometimes more. Confidential, blunt, and built around what you actually want the business to look like in three years.

The conversation is rarely about strategy in the abstract. It is about how you stop being the dispatcher for every problem, how you grow a second layer of leadership that can run the operation, what you do with the family member who is in the wrong seat, and how you put yourself in a position to take a real two-week vacation without the phone ringing.

• Getting the owner out of the cleanup-crew seat
• Growing a real second layer of leadership
• Family-business succession and seat assignments
• Decision-making cadence at the top of the business
• Exit prep when that is on the horizon

Plant Diagnostic & Reset

The honest first step for most clients. Two to four days on the ground, depending on size. We walk the lines, sit in your meetings, talk to supervisors, ride trucks or routes when that is relevant, and look at the numbers you actually run on.

At the end we sit down with the owner and the senior team and call what we saw. What is broken, what is not, where the easy wins are, and where the ninety-day move is. The report is short, written in plain language, and it lists owners and dates.

• Floor walk and supervisor interviews
• Cadence audit, meetings, huddles, KPIs, 1:1s
• Numbers review, the data the business actually runs on, not the binder
• Written ninety-day plan with priorities, owners and dates
• Honest call on whether we are the right shop for the work