Kenmore Executives DCS

KENMORE EXECUTIVES · DIRECT CONSULTING SERVICES · 70 YEARS IN BUSINESS

Skip the consulting firm.
Go direct to the source of talent: Kenmore Executives.

For 70 years, from the Big Eight to today’s best-known boutique firms, management consulting has relied on Kenmore Executives for its senior operations talent. Now you can bring that talent straight into your business, and see results on your P&L sooner.

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70 years in business · Senior executives and management consulting operators · On the floor until results hold · Manufacturing, oil & gas, mining and more

THE PROBLEM WITH THE USUAL MODEL

You hired a firm. You needed the operator.

Large consulting engagements follow a familiar pattern. Senior partners sell the work, junior teams deliver it, and the client pays for every layer in between. The recommendations are usually sound. What's missing is someone who has actually run an operation like yours, and who stays long enough to make the change stick.

The person you meet does the work.

With Kenmore, the senior operator in the first conversation is the one on your site.

Analysis is the easy part.

Most improvement programs don't fail in the diagnostic. They fail in month nine, after the consultants have left. Our operators stay until the numbers hold.

Results on the P&L.

Scoped to bottom-line outcomes, not hours.

Your people don't need another presentation. They need someone who has fixed this before, working beside them until it's fixed.

Examples of what we're called in for

Problems don't get solved in a boardroom.

Output is below what the asset should deliver, and the explanations keep changing.
Maintenance spend keeps rising, and reliability doesn't.
The turnaround is weeks away, and the plan isn't ready.
A site has missed its numbers for three quarters running.
Contractor and third-party spend has grown faster than anyone can explain.
An improvement program launched with energy and has quietly stalled.

If one of these sounds familiar, your next conversation should be with someone who has been there.

THE OPERATORS

People who have carried the number.

Kenmore operators are former plant managers, operations and maintenance leaders, reliability engineers, turnaround managers and supply chain executives. Many have led engagements for the world's best-known consulting firms. They have owned P&Ls, run sites, and answered for results, not reports.

WHERE WE WORK

Heavy assets. Complex operations. Margins that matter.

Our operators come from the industries they serve. They speak the language of the plant floor and the boardroom.

Oil & gas and LNG

Uptime, maintenance effectiveness, turnaround execution, contractor spend.

Mining and metals

Fleet and plant availability, throughput, shutdown performance, cost per ton.

Chemicals and process

Reliability, yield and energy, safe and predictable operations.

Manufacturing and consumer products

Throughput, labor productivity, changeovers, supply chain responsiveness.

Aerospace and defense

Schedule adherence, quality, high-mix production flow.

Food & beverage

Plant performance, yield and line efficiency

Also: pulp and paper, power, and industrial services.

RESULTS

What happens when an operator is on the floor.

Engagements led by operators in the Kenmore network. Client names withheld.

Gas processing plant with distillation towers and pipework

LNG PRODUCTION

Daily production up 20%

PROBLEM
Daily output at an LNG plant was capped by unplanned equipment failures. There was no reliable failure history, work orders were duplicated, critical spares were often out of stock, and crews had no standards for the work.
APPROACH
Broke asset care down unit by unit across pretreatment, refrigeration and liquefaction. Used work-order history to find the repeat offenders. Rebuilt planning and scheduling, secured critical spares with supply chain, closed skill gaps, and set time standards and metrics that drive continuous improvement.
RESULT
Daily production up 20%.
BUSINESS VALUE
More saleable product from the same plant, without new capital.
Crew in hard hats and coveralls repairing large industrial gearing during a turnaround

OIL & GAS TURNAROUND

Turnover delays down 20%

PROBLEM
Turnarounds were slipping, and most of the slip traced back to turnover: incomplete work packages, shift handovers that lost time and context, and late scope discovery that forced constant resequencing.
APPROACH
Worked with the turnaround leadership group in the weeks before the event. Every turnover package and handover carried a named owner, a deliverable and a deadline. Each shift closed out cleanly before the next began. Turnover quality was run as a coached improvement project through preparation and execution.
RESULT
Turnover delays down 20%, handover rework down 16%, event schedule adherence up 14%, late scope discovery down 11%.
BUSINESS VALUE
On a turnaround, every day recovered is a day of production back online.
Technician grinding steel during heavy industrial maintenance work

PULP AND PAPER MAINTENANCE

Wrench time up 23%

PROBLEM
Technicians spent much of the day waiting on parts, permits and instructions. Supervisors expedited instead of leading, and planning was treated as paperwork.
APPROACH
Brought maintenance leaders and planners together to rebuild the handoff from planning to execution, so scheduled jobs arrived ready to run. Opened the missing conversations between planning, stores and operations, and coached supervisors to run the day rather than chase it.
RESULT
Wrench time up 23%, schedule compliance up 19%, reactive work orders down 15%.
BUSINESS VALUE
More maintenance capacity from the same crew, without adding headcount.

Tell us what isn't working.

A short, confidential conversation with a senior member of the Kenmore team. No pitch deck, no obligation.

Or call (321) 220-0102