DOPEX Conseil — Industrial operations transformation

Mission

Supporting human, industrial and digital transformation.

DOPEX exists to change industrial organisations in depth and create a lasting impact. That change is built through co-creation, proximity and honest working relationships — at every level, from the shop floor to the boardroom.

The approach balances advice and execution: whoever makes the recommendation stays to implement it.

Human

The people who run the operations are the ones who build the transformation. Managers given ownership, problems solved collectively, skills handed over.

Industrial

Performance is decided on the shop floor, in the flows and in the projects: productivity, capacity, quality, inventory, customer service, return on investment.

Digital

Digital tools are used when they save analysis time, remove non-value-added tasks or make performance management more reliable.

Three areas of intervention

From field diagnosis through to deployment.

01

Operational excellence

Understanding how a site really performs, quantifying the losses, then deploying the changes with the teams.

02

Supply chain

Moving from a supply chain that reacts to events to one that is structured, anticipated and steered.

03

Strategic industrial projects

Structuring and steering complex industrial transformations all the way to delivery.

What we believe

Transformation is built with the teams.

DOPEX does not turn up to tell teams what they should be doing. The method, the outside perspective, the structure and the discipline in execution come from us. The knowledge of the process, the machines and the real constraints comes from your people. Transformation happens where the two meet.

Authenticity

Honest relationships to reach the real problems.

Trust gives access to what is actually happening — past the symptoms, the reports and the answers people think you want to hear.
Fieldwork

Understand before transforming.

Data tells part of the story, the shop floor tells the rest. An assessment is not done from a spreadsheet.
Method

Transform with structure and discipline.

A six-phase path, from strategic alignment to embedding new practices in the daily work of the teams.
Impact

A transformation has to produce a result.

Human and economic impact pursued together. What gets measured: OEE, TEEP, OTIF, lead time, inventory, scrap, cost, customer service — and how it lands in the P&L.

Engagement model

One point of contact. A collective when the scope calls for it.

DOPEX is an independent consultancy. Whoever runs the diagnosis is the one who runs the deployment: no handover, no junior team between the shop floor and you. When a project goes beyond what one consultant can carry, a collective of independent consultants and specialists is assembled for the engagement.

SMEs & single sites

Close, hands-on presence

Few layers, quick decisions. The engagement follows the site's own rhythm — often several days a week on the floor, with deliverables you can use straight away rather than a report.

Mid-caps & groups

Project-grade capability

Multi-site governance, work package coordination, interfaces with design offices, procurement and management. The rigour a steering committee expects, without the overhead of a firm.

Additional expertise

A collective on demand

Where the need calls for it, independent specialists are brought in — supply chain, data, engineering. Scope and people are agreed with you before the start.

The method

Six phases, from strategic alignment to operational embedding.

01 · Alignment

Scoping with sponsors

0.5 – 1 day

Clarify the stakes, the objectives and what will count as a result.

02 · Context

Scoping with local management

0.5 – 1 day

Test head office expectations against the site's reality and constraints.

03 · Analysis

Field assessment

1 – 4 weeks

Data, process observation and conversations with the teams. Potential quantified.

04 · Design

Co-creation & training

1 – 3 months

Build the target state with the teams and train them as it is built.

05 · Roll-out

Implementation

1 – 6 months

Test, adjust, deploy. Presence maintained throughout execution.

06 · Embedding

Coaching & embedding

2 weeks – 2 months

Turn new practices into habits the teams hold without us.

↔ Iterative loop between the two scoping phases

Kick-off at the start of every phase — from analysis to embedding

Track record

Real transformations, in varied industrial settings.

DOPEX Conseil engagements

Since the firm was founded.

Assignments delivered under DOPEX Conseil, from studies through to execution.

DOPEX engagement · Geosynthetics · France & Austria

Transferring two industrial sites into a new-build plant.

Moving the activities of two sites in France and Austria into a new French plant, with no break in industrial continuity. DOPEX leads the technical side of the project, from studies to delivery: environmental permit and public enquiry alongside an environmental consultancy, supervision of the design and works management, coordination of technical packages, tenders and negotiations, machine purchase and adaptation schedule, weekly and bi-monthly steering routines.

Scope: 2 sites · 2 countries · new-build plant · environmental regulation · utilities · machinery · industrial continuity.

2 sites / 2 countries

France & Austria → new plant in France

≈ €25m

of technical and construction packages coordinated

≈ €8.5m

of industrial equipment managed

−30 to −40%

optimisation achieved on the EIA & HVAC bids

The optimisation figures relate to the packages concerned, measured against initial estimates — not to the overall project budget.

DOPEX engagement · Waste management & recovery · France

An operational excellence programme built with the site.

Assessment then deployment of an operational excellence programme, aimed at improving site performance and its effect on the P&L. Four days a week on site: gains potential identified, target state designed with the teams, then rolled out.

The programme pursues two inseparable outcomes: better operational and economic results, and managers equipped with the routines, methods and skills to carry the transformation on without us.

Data and fieldwork
Losses identified
Potential quantified
Solutions built with the teams
Roll-out
Operational impact
P&L impact

Founder's experience

Before DOPEX Conseil was founded.

Assignments delivered in consulting and in industry, across five countries. They are not presented as the firm's own track record, but as the experience it draws on.

+18

OEE points

Food industry · Nigeria

Operational excellence tools and routines deployed with the shop floor teams: method, fieldwork and team ownership, through to a measured result on line performance.

+30

OTIF points

Metalworking · Austria

Supply chain assessment and transformation: customer and supplier deliveries made reliable, performance management structured, supplier action plans run through to a service level that held.

Metalworking · Austria & Slovenia

Bringing the supply chain back under control.

Supply chain assessment and transformation across two European sites, targeting customer and supplier OTIF: analysis of flows and delays, processes and performance management structured, supplier action plans and weekly review routines.

International experience

From the shop floor to international transformations.

Transformation experience built across different industrial environments in Europe and Africa. These are countries of intervention: DOPEX has no office or subsidiary in them.

France FR

Operational excellence
Lean, performance, processes
Supply chain, logistics recovery
Industrial site design
Industrial transfer, strategic projects

Switzerland CH

Customer service transformation
Lead time improvement
Quality of returns handling
Watchmaking environment

Austria AT

Supply chain assessment and transformation
Customer / supplier OTIF performance
Industrial transformation
Activity transfer to France
+30 OTIF points

Slovenia SI

Supply chain assessment and transformation
Customer / supplier performance
Processes and performance management structured

Nigeria NG

Operational excellence programme
Tools and management routines
Field coaching
+18 OEE points

Sectors: metalworking · food industry · pharmaceuticals · automotive · aerospace · fine jewellery · watchmaking · retail · waste and recovery · geosynthetics

Digital

Digital tools when they genuinely help the transformation.

Digital tools are used when they make analysis faster, remove non-value-added tasks or make performance management more reliable: data analytics, Power BI, automation, low-code solutions. AI can be applied to targeted use cases. It is never the starting point of a transformation.

When no existing tool fits the need, a bespoke application can be built in a few weeks — shop floor data capture, checks, alerts, activity tracking — using low-code solutions and AI, which shortens the design work and makes the tool easy to adjust as real use reveals what it needs.

OEE tracking and root cause analysis

Food industry — anonymised illustration

Machine reliability — MTBF & MTTR

Food industry — anonymised illustration

Supplier OTIF by category

Metalworking — anonymised illustration

Illustrations rebuilt from dashboards actually delivered on assignment. They contain no client data and no site, product or supplier names.

Frequently asked questions

What manufacturers ask us before we start.

How long does an assignment last?

It depends on the scope. Framing with the sponsors, then with local management, takes half a day to a day each. The on-site diagnosis runs one to four weeks, designing the target state with the teams one to three months, deployment one to six months, and the embedding phase two weeks to two months. Every phase opens with a kick-off.

Do you work outside France?

Yes. Assignments have been carried out in France, Switzerland, Austria, Slovenia and Nigeria. These are countries of intervention: DOPEX Conseil has no office or subsidiary there.

Do you work with SMEs or only with large groups?

Both, in different formats. With an SME or a single industrial site, the work follows the site’s own rhythm — often several days a week on the shop floor, producing deliverables that can be used directly rather than a report. With a mid-cap or a group, it takes the form of project capacity: multi-site governance, work-package coordination, and interfaces with engineering, procurement and management.

Who actually carries out the work?

Whoever runs the diagnosis is the one who deploys: no handover, no junior team between the shop floor and you. When a project exceeds what one consultant can carry, a collective of independent consultants and specialists is assembled for the assignment. Scope and people are agreed with you before it starts.

How are results measured?

Every workstream is tied to an indicator measured before, during and after: OEE, OTIF, lead time, inventory, scrap, cost and customer service level — and how they translate into the P&L. The aim is twofold: improve operational and economic results, and give managers the routines and skills to continue the transformation without us.

Does our site data stay confidential?

Yes. The dashboard illustrations shown on this site are reconstructions based on deliverables actually produced during assignments: they contain no client data, and no site, product or supplier names.

Get in touch

Your next project should produce more than a report.

Let's build a transformation that delivers results and outlasts the engagement. One conversation is enough to frame the need, the scope and the right format.

Let's talk about your project +33 6 59 93 01 56

Transforming operations. With the people who run them.