Industries
Manufacturing
Throughput, changeover, and cost per unit — without capital spend.
What we usually find
- 01Cost per unit drifting the wrong way while volume stays flat
- 02Changeover and setup time treated as fixed rather than reducible
- 03Overtime that became structural instead of seasonal
- 04Capital requests justified by a bottleneck nobody has measured
Manufacturing operations rarely lack ideas about where the constraint is. What they lack is a baseline everyone accepts, a redesign that survives contact with the floor, and delivery discipline that carries the change into the next shift.
Where we focus
Where the work concentrates.
Constraint and flow analysis
Value stream and cycle-time analysis against real production data to identify the constraint that actually governs throughput.
Changeover and standard work
Setup reduction, standard work, and visual management designed with the operators who have to run it.
Delivery into live operations
Implementation planned around production reality — pilots, phased rollout, and stabilization rather than a shutdown weekend.
Measures that move
- Cycle time
- Capacity
- Overtime
- Cost per unit
- Quality escapes
Outcome areas only — client figures are published here as engagements are measured, documented, and approved for release.
Rapid improvement
Kaizen event — typically 3–5 days, shaped by scope
A focused, on-site event on one specific process. A cross-functional team measures the current state, redesigns the flow, and implements the change during the event — not a study that ends in a recommendation. Timing is determined by scope, not a prescribed day-by-day schedule.
- One process, one measure, one team — aligned before the event
- Current state baselined with real data, not opinion
- Change implemented and standard work written in the room
- A control plan and owner in place before the event closes
Scope, team availability, process complexity, and site count determine the timing. I do not prescribe a rigid day-by-day schedule; we confirm the right event shape together before anything is scheduled.
Ways to start
A small, defined first step.
Operational diagnostic
A data-led read of the operation ending in a sized, prioritized opportunity set with the assumptions stated.
Value stream assessment
Current-state mapping of one end-to-end flow, with the constraint, the waste, and the quantified gap identified.
Program recovery review
An honest read of where a stalled initiative actually is, and a workable path to a completed outcome.
FAQ
Common questions in manufacturing.
Kaizen FAQ
The scope-led event, answered.
Who it is for, how the fluid phases work, and what you should expect to have when it closes.
Request a Kaizen event
One process in manufacturing, changed through a focused event.
Scope, team availability, process complexity, and site count determine the timing. I do not prescribe a rigid day-by-day schedule; we confirm the right event shape together before anything is scheduled.
Start the conversation
Let's talk about what needs to move.
A short conversation about the outcome you need, the constraint in the way, and whether we are the right partner for it.