MetricsFactory

Operations • Process • Automation

Your business has grown.
Have your systems kept up?

I help growing businesses improve how work moves, whether that work happens on a production floor, across a fleet of field crews, through a warehouse, or between desks. Together, we untangle inefficient workflows, streamline repetitive work, and build practical systems that make the whole operation run better.

Talk through a bottleneck →See how I work ↓
30 years improving workflows7 years as an owner-operator1 goal: measurable improvement
BeforeA disconnected operation
RequestPlanPrepareDo?
Redesign the work
01

PreparePeople, information, and materials are ready

02

Do the workWork moves with fewer stops

03

ConfirmQuality and status stay visible

Less friction. Fewer mistakes. More capacity.

Does this sound familiar?

Effort isn’t usually the problem.
It’s the system around it.

  • Jobs wait for materials, approvals, information, or the next available person
  • People drive, walk, search, re-handle, and work around bottlenecks
  • Schedules and priorities don’t match what is happening in the field or operation
  • Critical information lives in software, paperwork, text messages, and people’s heads

Different businesses, familiar friction

Where the work happens may look different.
The operating problems are often the same.

Metrics Factory follows the real work wherever it happens, including the yard before trucks leave, a customer site, a warehouse aisle, a production cell, or the handoffs between office teams.

01

Manufacturing & production

Schedules slip, work queues grow, changeovers consume capacity, and materials or information arrive after the machine is ready.

What improves

Flow, capacity, readiness, quality, and schedule reliability.

02

Field service & contracting

Crews leave without the right parts, routes change, job information is incomplete, and problems surface after the work is done.

What improves

Dispatch, staging, first-time completion, field communication, and closeout.

03

Warehousing & distribution

People search, orders wait, inventory locations drift, and receiving, picking, and shipping priorities compete.

What improves

Material movement, visibility, accuracy, and fulfillment speed.

04

Professional & administrative services

Approvals stall, requests bounce between people, repeated entry creates errors, and nobody can see current status.

What improves

Handoffs, turnaround time, workload visibility, and repetitive work.

05

Brokerages & transaction businesses

Documents, decisions, and customer updates move through too many hands while exceptions depend on individual memory.

What improves

Transaction flow, response time, ownership, and exception handling.

What I do

Find the friction.
Build the better way.

I start where the work happens: beside an account manager processing a request, at a desk, during morning dispatch, in the field, on a production line, or in the warehouse. Technology may be part of the solution, but the process comes first.

01

Operational assessment

Follow the work from request to completion, observe people, systems, equipment, and handoffs in action, and expose the delays and workarounds the numbers alone can’t show.

  • Office, service, field, warehouse, or production observation
  • Capacity and bottleneck analysis
  • Prioritized efficiency roadmap
02

Process redesign

Improve layout, sequence, scheduling, handoffs, material flow, quality checkpoints, and information flow before adding more technology.

  • Production and service workflows
  • Standard work and visual controls
  • Practical change planning
03

Systems & implementation

Put the better process into practice, from physical changes and team procedures to connected software, sensors, dashboards, and useful automation.

  • Production tracking and scheduling
  • System and equipment integration
  • AI-assisted work where it fits

Start with your team

Make the problems
visible together.

Metrics Factory exercise kits give owners and functional leaders a practical way to uncover bottlenecks, wasted effort, weak handoffs, and recurring causes before starting a larger improvement project.

Each kit includes a focused exercise, clear facilitation instructions, and the physical tools that help a team move from individual observations to shared priorities.

Explore the six kits →

How it works

Clarity before
complexity.

No jargon-heavy strategy deck and no technology looking for a problem. I go to the places where the work and handoffs actually occur, watch real work move, quantify the opportunity, and improve what will create a meaningful return.

Bring me a process that’s driving you crazy
  1. 01

    Listen & observe

    Follow a request, transaction, job, or order alongside the people doing the work and see what actually happens through completion.

  2. 02

    Map & measure

    Make waiting, repeated entry, search time, travel, downtime, handoffs, rework, information gaps, and lost capacity visible.

  3. 03

    Prioritize

    Rank process and system improvements by impact, effort, cost, risk, and expected return rather than novelty.

  4. 04

    Build & improve

    Change the process, implement the right-sized systems, train the team, and refine the solution in real use.

Make the cost of friction visible.

Not every bottleneck is a stopped machine. In a service business, waste may appear as time spent searching, repeated data entry, slow approvals, growing backlogs, missed follow-ups, delayed customer responses, or work that depends on one employee. I translate those problems into labor hours, turnaround time, capacity, customer risk, and financial impact so improvements can be prioritized by expected return.

Matt Lerwill, owner of Metrics Factory
Matt LerwillOwner, Metrics Factory

Why Metrics Factory

Meet Matt.

I’ve spent nearly 30 years working at the executive level and helping growing businesses improve how work moves through their organizations. My experience spans manufacturing, production, sales, customer service, engineering, technology, and business ownership. That breadth has given me a practical understanding of how decisions in one part of a company affect everything downstream.

I understand the difference between a clean diagram and an operation that survives a busy Monday: rush orders, equipment constraints, material shortages, quality issues, unusual jobs, new employees, and customers who need answers now.

Technology is useful when it makes the operation stronger. The real work is understanding the business well enough to know what needs to change and what doesn’t.

Selected results

Problems made visible.
Better operations put to work.

Two examples of what can happen when growing companies replace daily workarounds with clearer responsibilities, visible workflows, and systems their people can actually use.

Growing specialty printing company · 15–20 employees

From daily firefighting to predictable production

Rapid growth, new equipment, employee turnover, paper-based tracking, and informal training had left the owners exhausted and the production floor difficult to control.

What I found

The workflow depended on particular employees remembering priorities and personally pushing jobs forward. When someone forgot, made a mistake, or took a day off, work stalled or disappeared between departments.

What we changed

  • Interviewed and shadowed every employee
  • Clarified the organization chart and job responsibilities
  • Organized the production floor, inventory, and raw materials
  • Removed aged inventory, waste, and clutter
  • Implemented an MRP system for job and production visibility
  • Cross-trained key production employees

Growing service operation

From manual customer service to a connected self-service experience

Customer requests arrived through salespeople, phone calls, emails, and faxes. Employees had to locate each customer’s information, verify the details, and enter every transaction manually while customers had little visibility of their own.

What I built

I led the initiative from concept through implementation, creating customer-specific online portals fully integrated with the company’s existing business system in two to three months.

How we made it work

  • Gave customers access to their information, pricing, history, and analytics
  • Sent verified requests directly into the operating workflow
  • Built a companion portal to help salespeople manage their accounts
  • Aligned sales compensation with customer adoption
  • Added direct system connections for major customers

Confidentiality

Your information stays confidential.

I understand that improving a process may require access to sensitive customer, employee, financial, or operational information. I’m willing to sign a reasonable NDA before reviewing that information. The scope of access, handling of working materials, and confidentiality expectations are agreed upon before the engagement begins.

A good fit

Built for businesses
who are in the messy middle.

Metrics Factory is designed for manufacturers, field-service companies, contractors, distributors, brokerages, and other growing businesses where people, workflows, and business systems must operate as one.

10–100 employeesHands-on owner or leaderProduction, field, or service operationsScheduling and capacity pressureManual and digital handoffsGrowth creating complexity

Bring the other decision-makers along

A clear summary you can forward.

Share the one-page guide with a partner, owner, or skeptical manager. It explains who Metrics Factory helps, what happens during an assessment, the time commitment, pricing, and what your company keeps afterward.

Download the one-page guide ↓

Start a conversation

What part of your business
needs to work better?

You don’t need a complete project brief. Choose the issue that sounds closest, then tell me only what you already know. We’ll start there.

A useful first conversation is simple:What happens now? Where does work slow down? What would “better” make possible?

Talk with Matt Lerwill

You do not have to find the right words first.

Share what you already know. Matt will review it personally and follow up to determine whether a conversation would be useful.

What is getting in the way? *

Your information will be used only to review and respond to this inquiry.

Timing: Assessments are scheduled around your operating calendar, including seasonal planning and quieter implementation windows. Current availability is confirmed during the fit conversation.