Flagship programme
Operating Model Sprint
A taught consulting engagement you can take as an open-cohort seat or as an in-company group. The work is concrete: one unit, one file tree, one calendar of recurring meetings.
What you leave with
A one-page decision-rights map for the unit you nominated. A retired-file list signed by the people who used to own the duplicates. A meeting charter that names purpose, inputs, and who may skip. None of this is software. It is paper and conversation, stored where your firm already works.
Limitation you should know
The sprint will not replace an ERP implementation, a legal restructure, or a turnaround when cash is already missing payroll. If the unit has no named manager willing to attend every session, we decline the booking. We also do not grade “culture”; we only record who decides, who files, and who is copied.
Modules
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Intake and the live file dump
You bring the actual folders, not a cleaned sample. We sort what is current, what is ceremonial, and what exists only because someone is afraid to delete it.
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Decision rights without a new org chart
We write who may commit spend, who may stop a shipment, and who may only advise. Titles stay as they are; the map is about acts, not boxes.
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Meeting load and the copy list
Every recurring gathering is timed and assigned an artefact. If a meeting produces no file, we ask why it still occupies Tuesday.
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Exception paths
Overtime, rush orders, and customer exceptions get a named owner and a review date so they stop living in chat threads.
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Deputy pack
A thirty-day binder: passwords aside, which documents a stand-in would need, in which order, with whose phone number.
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Close and the ninety-day check
A short written close, then a scheduled look-back. The sprint ends; the check is a conversation, not another programme.
Instructor
Wei-Ting Hsu leads the sprint. She spent a decade inside a listed electronics group in Taipei coordinating plant and HQ files, then moved to independent consulting. She teaches in English and Mandarin when a cohort needs both, but this public syllabus is English-only.
People who sat the sprint
“Module three finally gave us language for the Thursday ops call. We still run it. We just stopped inviting eight people who never spoke.” — R. Chen, logistics coordinator, Keelung
Client in contract manufacturing: “The deputy pack was the only artefact our second-shift supervisor actually used. The decision map sat in a drawer for a month until a rush order forced us to open it.”
Rating on a private alumni form: 8.2 / 10 across 41 responses in 2025. Several people marked the homework as heavier than advertised.
Questions we hear before enrolment
Can one person attend for a whole factory?
They can buy a seat. They cannot implement a unit-wide map alone. We recommend two people from the same unit, including whoever currently owns the shared drive.
Do you install tools?
No. If your firm already uses a particular suite, we work inside it. Selling software is outside this programme and would be a conflict with how we charge.
What if our books are a mess?
Messy books are common. Missing statutory filings are not something we paper over. We will pause and send you to an accountant rather than invent numbers in a workshop.
Is there a refund if we dislike the first module?
See refund terms. Cooling-off exists for open-cohort seats booked at a distance; in-company work already underway is treated differently.