What is on your plate today?

Essays

• Ten years close to the work · 02 · 6 min What last mile taught me about running real operations Loading time was 24 minutes against a 20-minute target. It would have been easy to say the drivers were loading slowly. 3 movesChecklist: The KPI review that is not just reporting
• Ten years close to the work · 03 · 5 min KPIs do not improve in Excel The dashboard said “incomplete delivery”. The floor made you ask whether the mistake happened at the customer's door or already in the warehouse. 3 movesChecklist: One case, from the table to the ramp
• Ten years close to the work · 04 · 5 min Pareto and 5 Why in practice, not in PowerPoint A delay report with 19 cases. No pretty chart, but many causes that had started before the driver left the ramp. 3 movesChecklist: Before you trust the chart
• Ten years close to the work · 06 · 6 min From retail to logistics and hospitality: the industry changes, the management problems do not The customer does not care which department made the mistake. In that moment, the person in front of them is the whole company. 3 movesChecklist: System and reality
• The operation that runs without you · 01 · 7 min The first 30 days: how I read an operation I do not know The problem was not a lack of information. The problem was that the information did not quickly tell you where you were, what to check now and what came next. 3 movesChecklist: The map after 30 days
• The operation that runs without you · 06 · 6 min KPIs the team trusts A KPI can be mathematically correct and its interpretation still be unfair. 3 movesChecklist: The KPI card
• Improvement that holds · 03 · 5 min Gemba: what you see on the floor that the report does not show The report shows the result. On the floor you can see how that result is made. 3 movesChecklist: A visit to the floor
• Improvement that holds · 05 · 5 min A bad day or a problem? 2.8%. That was Delay in a June 2025 report. Was it a bad day or a problem? From that number alone, I cannot say. 3 movesChecklist: Before you change the process

Essays

• Ten years close to the work · 07 · 6 min What a Night Auditor learns about a business that most managers never see Many mistakes are not born from a lack of skill. They are born from the sentence “We'll do it later”. Often, “later” is the night shift. 3 movesChecklist: The night report in five lines
• Ten years close to the work · 09 · 5 min Why the shift handover is one of the most underrated processes A problem that does not make it into the handover does not stop existing. It just becomes the problem of someone who does not yet know it exists. 3 movesChecklist: Before you hand over
• The operation that runs without you · 02 · 6 min Ten minutes before the shift: what the team needs to know before the work starts The handover tells you what state you are inheriting. The briefing decides what matters now. 3 movesChecklist: The ten-minute briefing
• The operation that runs without you · 05 · 6 min Mistakes get lost between departments The place where a mistake is measured is not necessarily the place where it was born. 3 movesChecklist: Handover check
• The operation that runs without you · 09 · 6 min How I built Front Desk Control I did not build it because documents were missing. I started it because the documents existed, but the information I needed during work was scattered. 3 movesChecklist: The SOP organisation card
• Improvement that holds · 09 · 5 min The angry guest at 2 a.m. At night the hotel has fewer people, fewer departments awake and fewer options. The guest has the same problem they would have at midday. 3 movesChecklist: A complaint handed to the next shift

Essays

• Ten years close to the work · 02 · 6 min What last mile taught me about running real operations Loading time was 24 minutes against a 20-minute target. It would have been easy to say the drivers were loading slowly. 3 movesChecklist: The KPI review that is not just reporting
• Ten years close to the work · 03 · 5 min KPIs do not improve in Excel The dashboard said “incomplete delivery”. The floor made you ask whether the mistake happened at the customer's door or already in the warehouse. 3 movesChecklist: One case, from the table to the ramp
• Improvement that holds · 01 · 6 min How we worked with damage 1.06% against a 0.8% target. The number was right. But it did not say whether the damage had started on the cart, during loading, in the van or at the customer's door. 3 movesChecklist: Checking one damage case
• Improvement that holds · 02 · 5 min Where part of the order goes missing When a bag was missing, the rule was clear. The driver tells the Team Leader, and the trolley does not leave its zone until the problem is solved. 3 movesChecklist: The check before departure
• Improvement that holds · 07 · 5 min Leading 80+ vehicles you cannot see On the ramp you can see a problem with your own eyes. From a distance, you often have to understand it through the information you receive. 3 movesChecklist: A problem you cannot see

Essays

• Ten years close to the work · 04 · 5 min Pareto and 5 Why in practice, not in PowerPoint A delay report with 19 cases. No pretty chart, but many causes that had started before the driver left the ramp. 3 movesChecklist: Before you trust the chart
• Improvement that holds · 01 · 6 min How we worked with damage 1.06% against a 0.8% target. The number was right. But it did not say whether the damage had started on the cart, during loading, in the van or at the customer's door. 3 movesChecklist: Checking one damage case
• Improvement that holds · 02 · 5 min Where part of the order goes missing When a bag was missing, the rule was clear. The driver tells the Team Leader, and the trolley does not leave its zone until the problem is solved. 3 movesChecklist: The check before departure
• Improvement that holds · 03 · 5 min Gemba: what you see on the floor that the report does not show The report shows the result. On the floor you can see how that result is made. 3 movesChecklist: A visit to the floor
• Improvement that holds · 06 · 5 min DMAIC without a black belt The value of DMAIC is not in the certificate. It is in the discipline not to jump straight from the problem to the solution. 3 movesChecklist: DMAIC in five questions

Essays

• Ten years close to the work · 05 · 4 min Leading people without losing the person You cannot hold people accountable for a rule nobody ever made clear. 3 movesChecklist: Process or person?
• The operation that runs without you · 05 · 6 min Mistakes get lost between departments The place where a mistake is measured is not necessarily the place where it was born. 3 movesChecklist: Handover check
• The operation that runs without you · 07 · 6 min How to talk to someone who made a mistake Pressure can be fair. Humiliation is not. 3 movesChecklist: The corrective conversation sheet

Essays

• Ten years close to the work · 07 · 6 min What a Night Auditor learns about a business that most managers never see Many mistakes are not born from a lack of skill. They are born from the sentence “We'll do it later”. Often, “later” is the night shift. 3 movesChecklist: The night report in five lines
• Ten years close to the work · 10 · 5 min Leadership without a title Initiative says “I will not ignore the problem”. Authority says “I have the right to make this decision”. You can have a lot of the first without claiming the second. 3 movesChecklist: Before you take on something that is not yours
• The operation that runs without you · 04 · 7 min When to solve it yourself and when to take it higher Ownership does not mean “I always solve it myself”. It means taking the problem to the place where the right decision can be made, with the right information. 3 movesChecklist: The escalation matrix for the shift
• Improvement that holds · 09 · 5 min The angry guest at 2 a.m. At night the hotel has fewer people, fewer departments awake and fewer options. The guest has the same problem they would have at midday. 3 movesChecklist: A complaint handed to the next shift

Essays

• Ten years close to the work · 08 · 6 min A good SOP is not a document The person doing the work should not have to search for the information. The information should be where they expect it. 3 movesChecklist: Read, or used?
• The operation that runs without you · 03 · 7 min “Watch how I do it” is not training Training is not measured by how well the trainer explained. It is measured by how consistent and safe the result becomes once the trainer leaves. 3 movesChecklist: The first week of a new employee
• The operation that runs without you · 08 · 6 min Teams with many languages and many countries Not yet speaking a language well does not mean you are not good at your job. 3 movesChecklist: The clear-instruction card
• The operation that runs without you · 09 · 6 min How I built Front Desk Control I did not build it because documents were missing. I started it because the documents existed, but the information I needed during work was scattered. 3 movesChecklist: The SOP organisation card

Essays

• Ten years close to the work · 08 · 6 min A good SOP is not a document The person doing the work should not have to search for the information. The information should be where they expect it. 3 movesChecklist: Read, or used?
• Ten years close to the work · 12 · 9 min The Operations Manager I want to be If a team only works when the manager is in the room, that manager has not yet built a system. 3 movesChecklist: The weekly review
• The operation that runs without you · 08 · 6 min Teams with many languages and many countries Not yet speaking a language well does not mean you are not good at your job. 3 movesChecklist: The clear-instruction card
• The operation that runs without you · 09 · 6 min How I built Front Desk Control I did not build it because documents were missing. I started it because the documents existed, but the information I needed during work was scattered. 3 movesChecklist: The SOP organisation card
• Improvement that holds · 04 · 6 min 6S without a poster: order you can see A poster with six principles can hang on any wall. But the ramp does not read the poster. The ramp shows whether the order is alive. 3 movesChecklist: End-of-shift check for one area
• Improvement that holds · 06 · 5 min DMAIC without a black belt The value of DMAIC is not in the certificate. It is in the discipline not to jump straight from the problem to the solution. 3 movesChecklist: DMAIC in five questions
• Improvement that holds · 10 · 5 min When improvement fades Do not settle for having solved the problem today. Ask yourself whether tomorrow it can be solved without you there. 3 movesChecklist: Will it last?

Essays

• Ten years close to the work · 02 · 6 min What last mile taught me about running real operations Loading time was 24 minutes against a 20-minute target. It would have been easy to say the drivers were loading slowly. 3 movesChecklist: The KPI review that is not just reporting
• The operation that runs without you · 02 · 6 min Ten minutes before the shift: what the team needs to know before the work starts The handover tells you what state you are inheriting. The briefing decides what matters now. 3 movesChecklist: The ten-minute briefing
• Improvement that holds · 08 · 5 min High-volume days: the standard under pressure We had days when demand was higher than the forecast. Drivers called in at short notice, some still in ramp-up. On those days you could see how well prepared the operation really was. 3 movesChecklist: Before the big day

Essays

• Ten years close to the work · 06 · 6 min From retail to logistics and hospitality: the industry changes, the management problems do not The customer does not care which department made the mistake. In that moment, the person in front of them is the whole company. 3 movesChecklist: System and reality
• The operation that runs without you · 05 · 6 min Mistakes get lost between departments The place where a mistake is measured is not necessarily the place where it was born. 3 movesChecklist: Handover check
• The operation that runs without you · 10 · 7 min 61 resellers: what wholesale taught me about trust Authority can help you make a decision. Trust is what keeps the cooperation going. 3 movesChecklist: The partner relationship card
• Improvement that holds · 07 · 5 min Leading 80+ vehicles you cannot see On the ramp you can see a problem with your own eyes. From a distance, you often have to understand it through the information you receive. 3 movesChecklist: A problem you cannot see

Essays

• Ten years close to the work · 01 · 5 min Starting from zero after you have led people and a business In Albania I led people, stores and processes. In Germany, my first job was delivering parcels. 3 movesChecklist: What travels with you
• Ten years close to the work · 05 · 4 min Leading people without losing the person You cannot hold people accountable for a rule nobody ever made clear. 3 movesChecklist: Process or person?
• Ten years close to the work · 10 · 5 min Leadership without a title Initiative says “I will not ignore the problem”. Authority says “I have the right to make this decision”. You can have a lot of the first without claiming the second. 3 movesChecklist: Before you take on something that is not yours
• Ten years close to the work · 11 · 6 min From Albania to Germany: what I have changed in the way I lead If a process only works because a good person remembers it, you do not yet have a good process. 3 movesChecklist: Solved. And then?
• Ten years close to the work · 12 · 9 min The Operations Manager I want to be If a team only works when the manager is in the room, that manager has not yet built a system. 3 movesChecklist: The weekly review
• The operation that runs without you · 01 · 7 min The first 30 days: how I read an operation I do not know The problem was not a lack of information. The problem was that the information did not quickly tell you where you were, what to check now and what came next. 3 movesChecklist: The map after 30 days