Charlotte Cordier Cordier Advisory

Services

Advice, improvement and leadership, scoped to your situation.

There are two things to separate here: what I can work on with you, and how you can engage me. The engagement models come first. The capabilities underneath them follow.

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01 · Engagement model

Operational Advisory

An independent, evidence-based view of your operation, so you can make a sound decision before committing money, people or time.

When it fits

  • You've been asked for more people, equipment or investment and want the case tested.
  • Output or targets are slipping and the cause isn't clear.
  • You need to know what the operation can really produce.
  • You're preparing for growth, a site change or an acquisition.

What it can include

  • Independent operational assessment or diagnostic
  • Capacity analysis and scenario modelling
  • Constraint and loss analysis
  • Operational due diligence
  • Improvement prioritisation and decision support

What you get

Findings you can act on: what's limiting performance, the evidence behind it, the options and what each would take. Where more resources are genuinely needed, the analysis says so plainly.

02 · Engagement model

Operational Improvement Projects

Practical, hands-on improvement delivered alongside your leaders and teams, with clear priorities, implementation and measured results.

When it fits

  • You know where performance is being lost, or an assessment has shown it.
  • Previous initiatives started well and faded.
  • You want the change made on the floor, not described in a report.

What it can include

  • Baseline and target agreed at the start
  • Frontline problem solving and Kaizen events
  • Flow, changeover and reliability improvement
  • Standard work and visual management
  • Daily routines that hold the gain

What you get

An improvement implemented with your team and measured against the baseline, plus the standards and routines your leaders need to sustain it.

03 · Engagement model

Fractional Operational Excellence Leadership

Experienced Operational Excellence leadership, embedded for a few days per week or month, to drive improvement priorities and build capability inside your organisation.

When it fits

  • You need senior improvement leadership, not a full-time hire.
  • You're building or resetting an internal CI or OpEx function.
  • Your leaders need coaching to lead improvement themselves.

What it can include

  • Setting and running the improvement priorities
  • Coaching managers, supervisors and CI leads
  • Leader standard work and review cadence
  • Regular on-site improvement events
  • Developing your internal improvement capability

What it isn't

This isn't a part-time Head of Operations role. Your managers keep running the operation and its people. I lead and build the improvement system around it, then step back as your team takes it on.

Capabilities

What I can work on with you.

These apply across all three engagement models. Which ones matter depends on what's limiting your operation.

Operational strategy

Turning business priorities into a small set of operational goals, targets and a review cadence that reaches the floor.

Capacity planning

Establishing true capacity by work centre, modelling demand and growth scenarios, and testing resource requests.

Process improvement

Mapping how work actually happens, removing waste and rework, and setting clear standards.

Flow

Finding the constraint, reducing waiting and handoffs, and balancing work to demand.

Performance management

Visual management, the right few measures, and daily and weekly routines that act on them.

Leadership development

Coaching leaders and supervisors in problem solving, leader standard work and running improvement.

Operational due diligence

Pre- or post-acquisition assessment of operational capacity, scalability, risk and constraints.

Technology-enabled improvement

Using data, digital tools and, where it fits, automation or AI on a stable process. I build the case; specialist partners implement where needed.

Relevant experience includes defence, pharmaceuticals, manufacturing, mining equipment, energy, supply chain, logistics and media. The fit depends more on how the operation works than on the industry.

How an engagement starts

No brief needed to begin.

  1. Conversation

    30 minutes on what's happening in your operation, what you've tried and the decision or result you need.

  2. Look at the work

    Where it makes sense, a site visit and a closer look at the data with you and your team.

  3. Proposal

    A written scope with the objective, approach, timing and fee, agreed before any work starts.

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