Build the Operating Model
Before the Pressure Builds
Your systems may be new. Your systems may be old. The harder question is whether your operation is designed to make good decisions when demand shifts, constraints appear, and reality changes.
KRAMAN helps discrete manufacturers align planning, decision rights, governance, data, and execution so the business can operate with greater clarity and control.
30 min - No pitch - No deck
Whether you're preparing for change or dealing with the consequences of it, the problem usually starts somewhere deeper.
THE SITUATION WE KEEP SEEING
If this sounds familiar, you're in the right place.
► You're preparing for a major change, but the foundation isn't clear.
Processes have evolved around people, spreadsheets, workarounds, and tribal knowledge. Now you're considering new systems or a transformation, but nobody has a clear picture of what the operation actually needs.
► Plans exist. Nobody fully trusts them.
Forecasts are produced, S&OP runs, and planning systems generate recommendations, but execution has quietly decoupled from the plan.
► Your team is constantly firefighting.
Every week becomes a new exception. People work harder, decisions move faster, and yet the operation remains reactive.
► Inventory, capacity, and service levels don't make sense together.
You can be overstocked and out of stock at the same time. Capacity looks available until the factory hits reality. The numbers exist, but confidence in the numbers doesn't.
"We have the system. We have the people. We're doing everything right on paper — so why does it still feel like we're running blind?"
— What we hear in almost every first conversation
THE REAL DIAGNOSIS
The problem usually isn't where you think it is.
Technology gets blamed. People get blamed. Processes get blamed.
But underneath the symptoms is often something more fundamental: how decisions are made, governed, and translated into execution.
KRAMAN examines the operating architecture beneath the technology to identify where planning, ownership, governance, data, and execution have become disconnected.
WHAT GETS BLAMED
✕ The ERP isn't working
✕ Forecast accuracy is too low
✕ We need more planners
✕ The team isn't aligned
WHAT WE LOOK FOR
✓ Unclear decision rights and ownership
✓ Planning without effective governance
✓ Visibility gaps between plan and reality
✓ Execution disconnected from planning
The KRAMAN Operational Alignment Framework
A three-phase methodology that takes manufacturers from operational instability to greater clarity, control, and execution discipline.
01
Ops Clarity Reset
We map what is broken, why it keeps breaking, and what needs to change first.
02
Governance Redesign
We rebuild the decision architecture — who decides what, when, and based on which inputs.
03
Execution Stabilization
We stay embedded until the new governance model runs without us. No handoffs to teams who weren't in the room.
Diagnose Bottleneck
Find the Real Issue
Align & Fix
Streamline the Work
Execute with Teams
Drive the Changes
Stabilize & Handoff
Enable Independance
Multi-Plant Manufacturing Transformation
Aligned planning and operational execution across multiple facilities to restore visibility and reduce planning cycle times.
Enterprise Supply Chain Planning Transformation
Integrated demand, supply, and operational planning processes to improve decision clarity and cross-functional alignment.
ERP and Operational Execution Alignment
Bridged the gap between enterprise systems and real operating environments to restore execution predictability.
Built in Real Operating Environments
Experience Behind KRAMAN
KRAMAN was founded on more than 26 years of experience working inside complex enterprise supply chains, planning transformations, and manufacturing environments, including NetApp, Fitbit/Google, and Cummins.
The lessons came from the operating floor, planning rooms, transformation programs, and executive decisions that determine whether a supply chain actually performs.
Expereince built at
Planning trust restored
35% → under 15%
Forecast error reduced from 35% to under 15% over 18 months following an ERP go-live, without changing the underlying system.
Shadow systems eliminated
11 → 0
Eleven roles had the ability to override the plan. Decision ownership was redrawn and the spreadsheets supporting those workarounds disappeared within a quarter.
Executive S&OP rebuilt
From slide reviews → real decisions
Sales, Operations, and Finance were aligned around the decisions that mattered, rather than simply reviewing the same numbers in different meetings.
START HERE
Let's Find What's Getting in the Way.
A 30-minute conversation to understand where planning, decision-making, governance, and execution may be breaking down in your operation.
No pitch. No 90-page deck. No obligation.
If we can help, we'll tell you how. If we're not the right fit, we'll tell you that too.
30 min - No prep Needed
