Change management consultant
for manufacturing and logistics
New systems, processes and ways of working introduced with training and adoption planned from the start, for manufacturing, logistics and automotive businesses across Yorkshire and the Midlands.
Scale
Single teams to whole sites
Scope
Planning to adoption
Working pattern
On site and remote
For changes that need to stick
The new system is live but the old workarounds are back
Systems, processes and site moves can land on time and still fail. Teams drift back to old tools and workarounds when training is rushed, roles are unclear and no one owns adoption after go-live.
Change management plans the people side from the start, so the new way of working is still in use long after launch.
Signs a change needs managing
- Old spreadsheets and workarounds still in use
- A go-live date set before training is planned
- Teams unsure of new roles or processes
- Adoption varying across shifts or sites
Business and organisational change management
One accountable lead across systems, processes and people, from first plan to full adoption.
Change planning
Impact on each team, shift and site assessed, then sequenced around the running operation.
System implementation
ERP, SAP, WMS and other system rollouts run on the business side, alongside the software partner.
Legacy system migration
Data, processes and users moved off legacy systems in planned stages, with no loss of continuity.
Training and adoption
Training planned by role and shift, with adoption tracked until the new way of working is the norm.
Process and SOP change
New processes and SOPs written with the people who use them, so they match how the work is done.
Stakeholder engagement
Leaders, supervisors and operators kept informed, with concerns acted on early.
How each change is managed
Assess
Scope, impact and readiness agreed with the operation before anything changes.
Plan
Training, communication and cutover planned around shifts, output and the go-live date.
Roll out
The change introduced in stages, with issues logged and resolved as teams start using it.
Embed
Adoption tracked and support kept in place until the new way of working holds on its own.
Change management in practice
Case study
Legacy system migration and adoption
Change lead for an established engineering team moving off legacy software onto a modern platform aligned with ISO standards, with training and new processes embedded so the change held.
Work covered
Software migration, training, process redesign and user adoption, aligned to ISO 19650
100%
Team adoption
5+
New contracts won
3 years
Continued client relationship
ISO 19650
Standard adopted
Ways to work together
Change management is available three ways, from a fixed fee diagnostic to a rolling interim role.
Operational diagnostic
An independent review of the operation, with a written action plan showing the causes and what to fix.
3 days
Reviewing your operation
£2,450
Fixed fee, no extras
Scoped engagement
A defined piece of work with an agreed outcome, such as a fit-out, relocation or system rollout.
Months
Defined outcome
Project fee
Set by project complexity
Interim change manager
A change manager on a rolling basis, owning the rollout while a programme runs or a post is filled.
Rolling
Monthly term
Day rate
Set by role and complexity
Change management questions
What does a change management consultant do?
A change management consultant leads the people side of a change: who it affects, how they are trained and how the new way of working is adopted and kept. It runs alongside the system, process or site change itself, so the change is used as intended after go-live. Operion Group provides this as an independent change management company for manufacturing, logistics and automotive businesses.
What is the difference between business and organisational change management?
The terms often overlap. Business change management usually refers to a specific change, such as a new system, process or site. Organisational change management covers wider shifts in structure, roles and culture. Both depend on people understanding the change and adopting it, which is where most of the work sits.
Can a change manager be brought in for a single rollout?
Yes. Change management support can be scoped around one system or process change. For longer programmes, an interim change manager can own the rollout on a rolling monthly term or cover a post until it is filled.
What size and type of change is covered?
Anything from one team moving to a new system or process to a rollout across several sites. That includes legacy system migrations, ERP and WMS go-lives, new processes, new SOPs and site moves across manufacturing, logistics and automotive.
Can this support an ERP, SAP or WMS implementation?
Yes, as the implementation project manager on the business side. The software partner configures the system, while readiness, user acceptance testing, data migration, training and cutover are run with the operation. That covers ERP and SAP implementations in manufacturing and warehouse management system implementations in logistics.
How long does a change management engagement last?
As long as the change takes to embed. Scoped engagements run from planning to adoption with an agreed end point, while interim roles run on a rolling monthly term.
How is change management priced?
Scoped engagements are priced as a project fee, set by complexity and agreed before work starts. Interim roles are charged at an agreed day rate. The operational diagnostic is a fixed £2,450.
Where is the work carried out?
Work follows a hybrid approach, on site across Yorkshire and the Midlands from Leeds and Sheffield to Nottingham, Derby and Birmingham, with planning and reporting carried out remotely between visits. Businesses further afield are welcome too, with site visits and remote work planned to suit the project.
Can change management run alongside other work?
Yes. Many changes sit inside a larger piece of work, such as a site relocation or a new production line. Change management can run alongside project delivery, or support operational transformation where new processes need to hold.
Get in touch
Planning a system rollout or a change that isn’t sticking? Describe it and get a clear view of how it could be managed.
Or reach out directly
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