Operations consultancy / Operational restructuring
Operational restructuring
The org chart grew by accident and nobody is sure who decides what.
What does the work involve?
- Roles, responsibilities and decision rights mapped against what the operation actually needs.
- Spans of control, shift patterns and staffing tested against the volume profile.
- The gap between the structure on paper and the structure people work to.
What do you get?
- A proposed structure with roles and decision rights defined.
- Staffing and shift patterns matched to the demand profile.
- An implementation plan, including what to communicate and when.
Who does it suit?
Operations that have doubled without redesigning, or where decisions keep escalating to one person.
Who is it not for?
An HR exercise or a headcount brief; the work redesigns who decides what, and the people decisions stay with you.
How long does it take?
Four to eight weeks, longer where the implementation and the communication are part of the scope.
What do we need from you?
Missing some of this is normal and is not a reason to wait. Send what exists and we will tell you what the work can and cannot conclude before anyone commits.
- The current org chart, and an honest note on where it is already out of date.
- Volume by day and by hour, so staffing is matched to demand rather than to habit.
- Award coverage and shift patterns currently in use.
What does it cost?
Scoped project. Scope depends on the size of the operation and whether the work includes the implementation and communications, which it usually should.
How does 360 work?
A consultant delivers the work and is accountable for the content. Findings come from the data you supply and what we observe inside the agreed scope, and estimated benefits are opportunities to test rather than guaranteed savings. Where a recommendation could lead to 360 earning from supply, we say so in the report so you can compare it against the market. Full terms are on the purchase terms page.
Not sure this is the right one? The operations health check takes ten minutes, costs nothing and tells you where to look first.
Questions
Is this about cutting headcount?
Not usually. It is more often about the wrong people deciding the wrong things. Where roles do change, the plan says so plainly rather than hiding it.
What do you need to see first?
The org chart as it is, with an honest note on where it is already wrong, and the volume by day and by hour. Most structures are staffed to habit rather than to demand, and the volume profile is what shows it.
Does the award matter to the design?
Yes. Shift patterns, spans of hours and part time arrangements have to sit inside the award coverage you use, which is why the page asks for it. The structure is designed to the demand curve and then checked against the award, not the other way round.
Who tells the team?
You do, and the work usually includes the implementation and the communications so that the new decision rights are explained once, clearly, by the person who owns them. A structure announced and not explained reverts inside a quarter.
Do you travel outside Sydney?
Site days run in person. Travel is included for Greater Sydney, the Illawarra, the Central Coast and Newcastle; anywhere else in Australia or New Zealand the travel is quoted at cost before you commit, and the desk work is done remotely either way.
Related work
- Focused problem solving
- Procurement and supplier review
- Pallet, waste, recovery and consumables review
All sixteen consultancy services.
On site across Australia, with the deepest coverage in Sydney and Melbourne. Travel outside those areas is quoted as its own line rather than folded into the fee.
Benchmarking yourself? We published what a good DIFOT actually is. Want the price before you ask? See what a review costs. Not sure where to start? Take the ten minute health check.