Built for Real Manufacturing Environments.

Headquartered in Ann Arbor, Michigan, May & Company Operational Decisioneering serves manufacturers throughout the Midwest Manufacturing Corridor.

Our focus remains centered on manufacturing organizations seeking:

• stronger operational visibility 
• improved execution consistency 
• reduced hidden operational risk 
• stronger executive decision confidence 
• operational truth before financial consequence accelerates 

We believe manufacturing leadership benefits most from advisors who understand real manufacturing environments.

Operational Decisioneering Risk Architecture™ is particularly aligned with manufacturing organizations operating in environments where execution consistency, operational visibility, throughput reliability, and labor coordination matter.

Examples include:

Precision Machining

Operational environments where execution variability, scheduling, equipment utilization, and throughput consistency are critical.

Fabrication

Manufacturers managing workflow coordination, labor efficiency, material movement, and operational timing.

Plastics Manufacturing

Operational environments requiring process consistency, production reliability, scrap reduction, and performance visibility.

Packaging Operations

Manufacturers balancing throughput demands, operational timing, equipment reliability, and labor coordination.

Food Processing

Operational environments requiring consistency, process control, labor coordination, and execution reliability.

Industrial Assembly

Manufacturers managing workflow sequencing, labor performance, bottlenecks, and execution consistency.

Aging Manufacturing Operations

Organizations experiencing operational disruption, legacy execution systems, leadership transition, or visibility challenges.

Operational Decisioneering Risk Architecture™ is particularly valuable for organizations experiencing:

• operational instability 
• hidden performance disruption 
• labor inconsistency 
• scheduling unpredictability 
• bottleneck conditions 
• management visibility gaps 
• execution inconsistency 
• rising operational cost without clear explanation 

ODRA™ helps leadership better understand where operational truth differs from management assumption.

May & Company Operational Decisioneering is generally best aligned with:

Privately Held Manufacturers

Founder-Led Manufacturing Organizations

Multi-Generational Manufacturing Companies

Operationally Stressed Manufacturers

Manufacturing Organizations Seeking Better Executive Visibility

Typical engagement alignment:

$5 Million to $250 Million in Annual Revenue

Organizations large enough to experience operational complexity  yet agile enough to benefit from operational interpretation and executive visibility.

Manufacturing environments are complex.

Operational disruption rarely appears all at once.

It develops operationally.

ODRA™ helps leadership improve visibility into operational instability before financial consequence accelerates.

Technology may support execution.

Software may support reporting.

But operational truth still requires:

• operational judgment 
• manufacturing experience 
• executive interpretation 
• structured operational intelligence systems 

Operations First. Not Technology First.