Locate
Find repeated gaps across the operating flow
See the operational causes behind financial loss
Profit Leakage Identification and Control
Find hidden losses across production, material, quality, people, planning and delivery, then convert them into owned improvement actions.
Value
Translate quantity loss into business impact
Close
Assign action, ownership and management review
The factory problem
Financial reports show the effect, not always the operating cause
Management accounts show the final financial effect, but not always the operating events that created it. Leakage continues when departments measure activity without connecting it to value.
Questions to bring into focus
- Which recurring operating losses have the highest financial impact?
- Are departments measuring the same problem in compatible ways?
- Who owns closure, and how is the value recovered verified?
What the engagement builds
Give management a prioritised view of loss and ownership
Prioritised leakage map across the factory
Operational loss translated into management value
Three-month action roadmap with ownership
Review discipline focused on verified closure
Implementation approach
Move from a measured baseline to stable daily control.
Locate the leakage
Assess data, process flow, controls, behaviours and recurring exceptions.
Value the opportunity
Use approved factory data to estimate the scale and priority of each gap.
Control recurrence
Implement ownership, actions, measures and management reviews that prevent the loss returning.
Management measures
Verify that the operating loss has stopped recurring
Leakage value
Recurring exceptions
Action ageing
Quality loss
Delivery loss
Verified closure
Where they strengthen the implementation, the engagement can use Profit-leakage assessment, SewTrak, Navvi PMTS.
Discuss the operating priority
Identify the operating gaps with the greatest business impact.
Begin with a focused consultation or apply for a free factory profit leakage assessment.