Free up capacity and reduce production costs

After a brief discussion about OEE, scrap rates, lead times, and technology infrastructure, we develop a requirements profile that covers both skills and cultural fit. We filter approximately 8,000 interim consultants based on industry experience, Six Sigma certification, and proficiency in SAP, M3, and MES. Within five business days, we present 3 to 4 candidates. References are already in place, so your interviews can focus on the mandate, team chemistry, and approach.

You’ll see the full cost breakdown before making a decision. 80% goes to the consultant and 20% to us. No setup fee, no performance-based fees, and no minimum contract term if your needs change. All savings stay with you.

A dedicated consultant oversees the project from requirements definition through to handover. The consultant implements visual management, standardized work instructions, daily stand-up meetings, and an internal Lean council that drives the PDCA cycle. Documentation, competency maps, and digital KPI dashboards are delivered in a ready-to-use format.

Value stream mapping, takt time balancing, SMED, and 5S reduce changeover times and micro-stops. Buffer time is reduced and output increases without the need for new machinery. In three-shift environments, these initiatives have often freed up 8 to 10% of capacity within 60 days.

Waste in inventory, transportation, energy, and rework is identified and addressed using kanban, supermarkets, and pull systems. Work in progress (WIP), scrap, and overproduction are reduced. Typical projects lower unit manufacturing costs by 15 to 20% in the first six months and free up working capital.

Standardized work procedures and visual aids reduce sources of error and ergonomic risks. Operators are trained in 8D, FMEA, and root cause analysis, and lead their own kaizen events. The result is fewer incidents and a work environment where improvements are driven by the teams.

The consultant is proficient in VSM, SMED, heijunka, takt time balancing, TPM, the 5 Whys, and Six Sigma tools; has led end-to-end system implementations in both high-volume and high-mix environments; and can quantify the impact in financial terms.

Workshops are held where value is created. Operators’ ideas are incorporated and put into practice, and the link between goals and change is made clear to every shift.

Measures that yield quick results are prioritized, and the plan is adjusted as conditions change. Results are displayed in real-time dashboards linked to profit margins, delivery accuracy, and customer satisfaction.