An independent, measurable diagnostic centred on the reality of your company: strategy and finance, processes and performance, market. Proven findings, costed priorities, an action plan you can execute.
Discuss my performance → See the four areasA performance diagnostic tied to strategy, figures and the market, with no tools or providers to sell.
No area may be omitted: the depth varies with the company's maturity.
Direction, ambitions, markets and value proposition.
Validated AS-IS map: flows, lead times, costs, non-quality.
Roles, decisions, coordination, KPIs and steering.
Workload, capacity, skills and financial means.
Every finding is documented, tied to a process and tested against management's objectives.
Ambitions, financial situation, market and SWOT with management.
Observation on the ground (gemba), interviews, workshops: watching the real work.
Validated AS-IS map (VSM, BPMN), bottlenecks, costs and non-quality.
Responsibilities (RACI), decision paths, KPIs and steering.
Workload / capacity, skills, human, technical and financial means.
Root causes, impact / effort, return on investment, costed roadmap and presentation.
The choice of tools depends on the company's sector, size and maturity.
A strategic reading applied to operations, fed by the field and by the figures.
Strengths and weaknesses drawn from the field and the figures, not from opinions.
Strengths and opportunities, weaknesses and threats: strategic options.
Selected priorities, tied to processes and to a budget.
Moving from proven findings to realistic operational decisions.
Ishikawa: six families of causes (methods, manpower, machines, materials, environment, measurement). Pareto: first deal with the few causes that explain most of the losses in time, cost and quality.
A common framework required by the programme; an entry point, methods and indicators specific to each trade.
Making production flows, their losses and their real capacity visible.
Linking the offer, channels and stock to the margin actually generated.
Making the service delivery chain and the profitability of each assignment reliable.
Deliverables that are understandable, verifiable and useful to management.
Initial and closing notes: ambitions, finance, market.
Visual processes validated with the company.
Prioritised list, impacts and documented analysis.
RACI, decision paths, KPIs and steering.
Workload / resource analysis, skills, means.
Factual cross-cutting summary, with no solution.
Annex 2: priority, timeframe, budget, return on investment.
Clear report, presentation to management and teams.
Four engagements carried out with Luxembourg companies. Company names are deliberately omitted for confidentiality.
Interviews, analysis of financial and competitive data, process mapping, workshops with management and teams.
Programme of sequenced projects or à la carte formula, as chosen by the client.
Diagnostics, roadmaps, costed business plans, maps, governance models, KPIs and steering routines.
A team adapted to the scope and complexity of each company, with more than 20 years of experience.
Corporate strategy, financial performance, process quality and risk control. Transformation of industrial and service companies, IT master plans, information systems governance.
Strategy, governance and SME transformation since 2005. Assignments in construction, industry, healthcare, real estate and services. Strong knowledge of the Luxembourg ecosystem.
Leading strategic projects for SME executives: planning, KPIs and OKRs, Lean and Agile, change management. Former head of client and digital strategy.
The structuring points of the Fit 4 Performance programme specifications, which we undertake to respect.