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COO / Operations
Capacity to go
on the offence.
Deliver more value through the operation.
Increase useful throughput, remove bottlenecks and respond faster to customer demand.
Illustrative. Built to adapt.An 80/20 starting point, shaped around your requirements.How we tailor it ↓
Reduce waiting and rework
Deliver reliably
START FOCUSED. EARN THE RIGHT TO SCALE.
One end-to-end service flow at one site or unit
Start with one team and one workflow. Adapt by region, business unit and system before expanding.
CAPACITY GOES INTOMore throughput from the existing operation
Who joins · what earns the next step
Core team: Operations lead + frontline practitioner + downstream owner. The sponsor agrees the outcome and reviews the decision.
Scale only when: End-to-end throughput and service quality improve without moving queues, rework or risk into another team.
Connected ownership: Revenue sets the promise; Operations tests delivery; Customer confirms the experience; Finance checks cost to serve.
ONE CONNECTED JOURNEY
Build it. Prove it.
Put it to work.
ADVANCED creates the asset.
ACCELERATE tests the same asset.
FUNCTION decides where to scale.
01TEAMChoose the work
A brief. A baseline. An owner.View brief + sample output
Choose the work
AGREE THE DECISION
Which bottleneck prevents us meeting customer demand, and which change should we test first?
Approved demand, queue, cycle-time, rework and staffing data; current service and safety rules.
Review and acceptanceFrontline and service owners accept the change; relevant safety and control requirements remain satisfied.
Illustrative sample. Tailor the scope and thresholds before use.WORKING BRIEF
- Decision
- Which change improves end-to-end delivery?
- Owner
- Operations owner + frontline supervisor
- Capacity for
- Remove the priority delivery bottleneck
02ADVANCEDBuild the working asset
A working asset your team can check.View brief + sample output
Build the working asset
MAKE THE THINKING VISIBLE
Which change improves end-to-end delivery?
Orders wait at an approval handoff while downstream teams are underused. The model separates touch time from waiting time and compares revised triage with additional staffing. A small trial checks whether the queue falls without moving the bottleneck or increasing rework.
Review and acceptanceFrontline and service owners accept the change; relevant safety and control requirements remain satisfied.
Illustrative sample. Tailor the scope and thresholds before use.DECISION WORKSHEET
Open full advanced brief + sample ↗
| Constraint | Illustrative finding | Trial choice |
|---|---|---|
| Approval queue | Waiting exceeds touch time | Trial revised triage |
| Downstream team | Capacity available | Test whether work can flow |
| Service promise | Delay concentrated in exceptions | Set owner and response trigger |
03ACCELERATEProve it in real work
Evidence to keep, change or stop.View brief + sample output
Prove it in real work
TEST AGAINST THE BASELINE
Does the new way improve the work?
Run representative work with the agreed reviewer. Count effort, rework, exceptions and upkeep; ask whether the recipient gets a better result.
Review and acceptanceFrontline and service owners accept the change; relevant safety and control requirements remain satisfied.
Illustrative sample. Tailor the scope and thresholds before use.TRIAL SCORECARD
Illustrative effort test20 handling hours / batch → 14 handling hours / batch
Quality / effectiveness
No deterioration in quality or service reliability
Actual results: to measure in your trial.
Open full accelerate brief + sample ↗04FUNCTIONChoose where to scale
A 13-week value plan.View brief + sample output
Choose where to scale
COMMIT TO AN OUTCOME
Remove the priority delivery bottleneck
Design future operational flow, customer commitments and decision rights across sales, fulfilment and service; prioritise a 13-week set of experiments around the constraint.
AccountabilityOperations owner + frontline supervisor
Illustrative sample. Tailor the scope and thresholds before use.13-WEEK VALUE PLAN
- 1–4Baseline + first experiment
- 5–8Trial + adapt
- 9–13Choose + commit capacity
Choose the sequence →
The CEO and leadership team experience the method themselves. Then choose a first team, prove the work and build trust before scaling. PERSONAL can help align the sponsor.
THE EXECUTIVE TEST
What changes
because of it?
Commit released capacity to a named bottleneck, service improvement or growth requirement; verify the whole customer journey benefits.
CapacityActive handling hours per comparable unit
FlowThroughput, end-to-end lead time and queue age
Customer valueOn-time delivery and cost to serve
QualityDefects, repeat handling and safety/control exceptions
Does this improve throughput, or simply move the queue?
Measure end-to-end lead time and downstream rework, not only one task. Test demand and constraint assumptions; use frontline feedback before expanding the change.
Human operating judgement, safety, service obligations and exception ownership remain essential. A local improvement must not degrade the wider flow.
THE 80/20 APPROACH
A strong starting point.
Shaped around your business.
Keep the useful structure. Adapt the priority, workflow, data, tools and success measures to your requirements.
Your priorityYour dataYour toolsYour measures
80/20 is a design principle, not a fixed scope or a measured ratio. All examples are illustrative; benefits are established through your own trial.Your commitment, our role and the investment
TIP brings: the tailored brief, facilitated build, reusable working structure and trial review. Your team brings: approved inputs, workflow expertise, an accountable owner and time to test in real work. Your organisation retains decision and release authority.
Agree the first stage before committing to the full journey. The proposal sets out fees, participant effort, trial scope and success measures. Include licences, review, upkeep and any integration in the total investment.
TEAM: 3h. ADVANCED: 4h. ACCELERATE: 2 × 4h with a workplace trial. FUNCTION: 8h + synthesis + 4h. The full journey is 27 facilitated hours, plus preparation, trial and follow-through; attendance varies by stage.
Start with approved AI tools and manual exports, with human review and named ownership. IT confirms access and data policy; sensitive or regulated workflows may need additional security, legal or governance review. Integrations, custom applications and unattended operation are separately scoped.
Inputs: eligible demand, touch time, rework, adoption, operating costs and proposed changes. Outputs: usable capacity and cost-to-serve scenarios. Labour capacity is not cash unless spend can be removed; throughput gains depend on the actual constraint.
How your function connects with the rest of the business
ONE CUSTOMER OUTCOME / SHARED ACCOUNTABILITY
Connect the work.
Multiply the value.
An illustrative customer journey: each handoff carries evidence, an owner and a decision.
- Shape the propositionCustomer need + tested promise
- Win the right businessAgreed value + deliverable terms
- Deliver the promiseReliable service + clear handoff
- Grow customer valueAdoption + retention evidence
- Validate and reinvestContribution + capacity choices
Enabled by People and Technology.Shaped with Legal and the Chief Risk Officer.CEO connects the enterprise choices.
START WITH THE WORK THAT MATTERS