Value Framework

Our Approach

Value-Linked Factory Transformation

Strategy, process, and technology, connected and measured in economic value. Most transformation programs stall on one question: not what to do, but where, how, and for what value. We answer it, and turn a plant floor into a value thesis the owners can bank.

The gap we close

The technology can build almost anything. Connecting it to value is the hard part.

Automation, controls, and software teams can deliver remarkable capability, but they cannot tell you where it pays off, how to sequence it, or what it is worth. Operators know where the value hides but not how to unlock it with technology. The missing piece is someone who can stand on the floor, find the value gap, and translate it into the right technology at the right time. That connection is not a product. It is a discipline.

The model

Strategy. Process. Technology.

The proven consulting spine, modernized. We do not sell technology; we sell the outcome, and connect the three layers to reach it.

Layer 1

Strategy

Manufacturing and operating strategy
Capabilities and gaps versus the growth plan
Make-versus-buy and network / footprint
Where value is created and destroyed

Layer 2

Process

Lean, flow, and constraint management
SIOP / S&OP and planning discipline
Strategic sourcing and cost-to-serve
Working capital, quality, and delivery

Layer 3

Technology

Automation, controls, and robotics
MES / OT, ERP / PLM, control tower
IoT, analytics, and AI-enabled applications
Digital twins and connected equipment

The value-driver tree

The levers you pull, and how they build value.

Every operating and technology move lands on one of these levers. That is how we size the prize, then connect strategy, process, and technology to capture it.

The engine

Everything ties to economic value.

Under the three layers sits one measure the owners actually buy. Every improvement does one of three things, and each moves value.

Economic Value Added

EVA = Net Operating Profit After Tax − (Capital Employed × Cost of Capital)

Lever 1

Grow NOPAT

More revenue and higher margin, through mix, throughput, quality, and new capability.

Lever 2

Cut cost

Lower operating cost through sourcing, labor productivity, yield, and process efficiency.

Lever 3

Reduce the capital charge

Less inventory, better asset utilization, and capital avoided. The lever most factories forget.

Until a business earns more than its cost of capital, it is destroying value, not creating it. The job is to find the value gap, size the prize, and build the business case for change.

The strategy spine

A manufacturing strategy that connects to the plan.

The operating backbone that turns strategy into structure, then into results.

Strategy link

Tie manufacturing to the business plan and growth targets.

Capabilities & gaps

What we can do versus what the plan demands.

Make vs buy

In-house, outsource, or partner, by economics and risk.

Network / footprint

Right sites, right technology, right places.

SIOP & planning

Integrate demand, supply, and capacity.

Performance mgmt

Metrics, cadence, and the system that holds gains.

The modern technology layer

Technology, mapped to value.

Each capability is only worth deploying where it moves a value lever.

MES & OT integration

Real-time production data, traceability, and closed-loop control.

Cost · Capital

Industrial IoT & connected equipment

Sensor data from every machine, feeding planning, quality, and maintenance.

Cost · Capital

Predictive analytics & maintenance

Fewer breakdowns, higher uptime, asset life extended.

Capital · NOPAT

Machine vision & inline quality

Catch defects at the source; protect margin and brand.

Cost · NOPAT

Automation & robotics (incl. cobots)

Throughput and consistency where labor is scarce or the work is unsafe.

NOPAT · Cost

Digital twin & simulation

Test the line before you build it; de-risk capital and speed the ramp.

Capital

Control tower & analytics

One view of supplier OTD, cost, inventory, and duty, with a decision cadence.

Cost · Capital

AI-enabled applications

Forecasting, scheduling, sourcing, and knowledge, applied where the payback is real.

NOPAT · Cost

How we engage

The Opportunity Assessment.

A short, self-funding diagnostic that sizes the prize before anyone commits to a large program.

Value gap

Current economic value versus the best case. Where is value leaking?

Size the prize

Quantify the opportunity in value terms across the three levers.

Roadmap

Sequence strategy, process, and technology, quick wins first.

Implement

Run it, hold the gains, and build the operating system that keeps them.

Proven in the field

Not theory. This is how we have run it.

A ~$1B packaged-foods division

Manufacturing-network strategy and value assessment; $66M to $111M in annual savings identified through footprint consolidation and process optimization.

A defense manufacturer

Built capacity, broke the production constraint, and scaled roughly tenfold to about $100M through a demand ramp, with a 50% gross-margin improvement.

A PE-backed automation integrator

Enterprise control tower, tariff strategy, and a SIOP rebuild that lifted on-time delivery from 30% to 95%, with $30M+ in supply-chain EBITDA impact.

Where is the value hiding in your operation?

Let's find the gap, size the prize, and build the case for change. frank.lazowski@operisglobal.com

CLARITY. FOCUS. EXECUTION. VALUE.