Plant leaders should connect a consulting request to the customer, operating, financial, or risk decision the organization needs to make.
What Decision Is Stalled?
State the decision in plain language: add capacity, stabilize a process, reduce a recurring setup delay, change a scheduling rule, or determine why delivery is slipping.
Who Owns the Operating Change?
Name the sponsor, process owner, floor participants, technical approvers, and people responsible for training or document control. A recommendation without ownership can remain unused.
What Must Remain Protected?
List safety, quality, customer, staffing, confidentiality, production, and regulatory requirements that shape what can be observed or changed.
Which Outcome Has Priority?
Many manufacturing decisions balance delivery, inventory, overtime, utilization, quality risk, flexibility, and capital. Name which customer or business outcome has priority and which conditions cannot be compromised.