plants in one structure
Coordinating operations and accountability for the result of the whole organization.
A PRACTICE OF MANUFACTURING MANAGEMENT
Scale of experience.
Personal accountability.
AS Operations is run by Adam Szturemski. Over 20 years of manufacturing management translate into concrete decisions: where the company is losing money, what to change, and whether an investment makes sense.
OWNER OF AS OPERATIONS
Adam Szturemski
Knows what it’s like to be accountable for a factory’s result.
As an operations director and plant director he was responsible for production, people, maintenance, supply chain and investments. He combines the shop-floor perspective with that of an owner and management.
At AS Operations, you work directly with Adam — from the first conversation through diagnosis to an agreed implementation. With a clear scope, priorities and a way to measure the effect.
Talk to Adam EXPERIENCE TO DATE
Practice across different
food manufacturing models.
Adam has worked with several mid-sized companies. He combined shop-floor improvements with assessing their impact on the P&L.
01Meat industry
02Vegetable industry
03Fruit industry
04Ready meals
05Frozen foods
The scope and results of individual engagements will be described as case studies once data and client consents are confirmed.
SCALE OF RESPONSIBILITY
Operations. People.
Capital. Results.
Experience managing a complex organization reveals dependencies you can’t see in a single report.
employees across the organization
Managing through leaders, clear accountability and a daily work rhythm.
in organizational revenue
Operational decisions made from a P&L perspective.
investment programs up to this value
Investment appraisal, production capacity growth and CAPEX accountability.
These numbers describe the scale of Adam’s responsibility across his career to date, not the results of AS Operations consulting projects.
WHAT THIS MEANS FOR YOUR COMPANY
Decisions that take
the whole plant into account.
01
Result before tool
First the scale of the loss and its financial impact. Only then the choice of actions, technology or investment.
02
Change together with the team
Concrete tasks, accountable leaders and a rhythm of work that can be sustained in the plant's daily routine.
03
A clear decision on the next step
After the diagnosis you know what's worth implementing, what the potential is, and when a larger project isn't justified.