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Consultancy

Our methods:
what we use to find capacity β€” and to prove it

We do not bring one method to every plant. We bring a portfolio. We first analyse, so you see the potential in man-hours and euros. Then we change the floor together with your team, make the results visible on the wall, and verify them with your own data.

  1. Analyse
  2. Decide
  3. Intervene
  4. Verify
Analysis

Analysis β€” what we find

Before anyone builds, rents or buys, we measure.

  • Structured diagnostic β€” from 2 days to 3 weeks. In one shipyard diagnostic we interviewed 99 people.
  • Assessment grid on 8 axes β€” one page that shows where the plant stands.
  • DILO (a day in the life of) β€” we follow a foreman or supervisor minute by minute for a full shift.
  • Cycle-time studies and work sampling β€” timing per operation, losses by category.
  • Takt versus cycle time, OEE β€” where the line loses its pace.
  • Value stream mapping (VSM) β€” the current and the future flow on one sheet.
  • 4M / Ishikawa and Pareto β€” causes, ranked.
  • Warehouse capacity model β€” locations, density, picking methods, options.
  • Inventory analysis β€” MOQ, lot size, ABC/XYZ, obsolete stock.
  • Make-or-buy and logistics network models β€” the cost of each option.
  • ROI and payback β€” investment against yearly gain.
  • Opportunity log β€” each measure with its yearly benefit in man-hours and euros, and a status: identified, agreed, installed.
A foreman's day (average of 7 DILO studies, one shipyard)
  • Active supervision17%
  • Administration19%
  • Training1%
  • Other63%

Intervention β€” what we change on the floor

Together with your people, on the floor, not in a meeting room.

  • Shop-floor management on three levels β€” shift (daily, 10 minutes), section (weekly), plant (monthly), with standard agendas.
  • OBEYA and SQDC boards β€” safety, quality, delivery, cost on one wall.
  • Validated standard hours β€” planned against actual, per block or section.
  • Resource balancing with production scheduling β€” in one programme, 283 people instead of 345 for the same plan.
  • 5S and min-max stock β€” a place for everything, a limit for every stock.
  • Layout and storage redesign β€” in one plant, loaded racks were moved and a mezzanine built in four days, without stopping production.
  • Kanban and supermarket β€” material reaches each position before the line stops.
  • Kaizen wall β€” ideas, owners, status, visible to everyone.
  • Procedures and work instructions β€” the new way, written down.
  • Software when paper is not enough β€” the indicator goes live.
Resource balancing: same plan, fewer people

  • Before345 people

  • After283 people

Visual management β€” what you see on the wall

If it is not on the board, it is not managed.

  • A board system on three levels, with colour codes: shift boards, section boards, plant board. At one shipyard: 13 shift boards.
  • One KPI per sheet: its written definition, the target, the owner by name, a red or green mark every week.
  • KPI definitions agreed in advance: at one automotive plant, 18 logistics KPIs were defined before the boards went up.
Three levels of boards, with escalation
  1. Shift boarddaily
  2. escalates to
  3. Section boardweekly
  4. escalates to
  5. Plant boardmonthly

Audit and verification β€” how we prove it

A result counts only when it is measured the same way before and after, from your data.

  • Monthly 5S audits on 25 criteria. In one cutting area the score rose from 32% to 64%.
  • Management HSE audits and layered process audits (LPA).
  • KPI calculation rules agreed with you before the start.
  • Before and after on defined weeks, from your own data source.
  • Monthly progress reports signed by the client.
  • Leadership behaviour assessments, scored per leader, before and after.
  • AI-in-supply-chain checklist β€” 83 checks (AI Act, GDPR, NIS2, Machinery Regulation) before you buy an AI tool.
5S audit score, cutting area

  • Before32%

  • After64%

Coaching β€” so it stays when we leave

The method stays in the plant only if the leaders run it.

  • 1:1 leadership coaching, led by Raul PantiΘ™: a behaviour assessment for each leader, a personal development plan, coaching on shop-floor management, process confirmation and policy deployment. Used at an automotive wire-harness plant (4 leaders) and at a shipyard (4 leaders).
  • Planning coaching β€” the planning team learns to run the new routine.
  • Lean training inside the project β€” Lean thinking, problem solving, 5S. At one shipyard: 127 participations.

Which methods fit your plant depends on the decision you face. In 20 minutes we tell you where we would start.

Talk to Felix for 20 minutes