Where this gets hard
Most operating pain isn't a strategy problem, it's a process and flow problem that's been patched around for years instead of redesigned. It shows up as inventory nobody trusts, service levels that swing month to month, and a cost base that's hard to explain line by line.
The fix isn't another round of cost-cutting on top of a broken process. We map how work, material, and information actually move through the operation, find where the real constraint sits, and redesign around it, so the improvement holds after we leave rather than eroding within a year.
