Industrial engineering · Independent practice
I find the hours your operation loses to travel, changeover, rework, and unmanaged shift routine — then I rebuild the process so they come back. Stopwatch in hand, on your floor, in your language.
Detailed project documentation available under mutual NDA → request access
Throughput increase on a bake-oven cell, via capacity racking and alternating schedules
Cycle time removed per unit across a full remanufacturing line
Faster work-instruction rollout versus paper-based systems
Fastest documented ROI breakeven on a deployed process system
The premise
When a plant can't hit its number, the reflex is to add a shift, add a line, or add people. Sometimes that's right. More often, the constraint isn't the equipment — it's the twenty-two minutes an operator spends walking, the fixture that takes four attempts to seat, the cool-down cycle nobody has questioned since it was commissioned, or the shift handoff that transfers no information.
Those losses don't appear on a P&L. They appear as a quota that everyone privately knows is soft. Finding them requires someone willing to stand at the station with a stopwatch and ask why — repeatedly, and without an agenda about the answer.
That's the work. Not a slide deck about lean. A measured baseline, a specific list of what's costing you time, an engineered fix for each one, and a management routine that keeps the gain after I leave.
What I do
Element-level timing of every station, with a written cause for each loss and an estimated time saving attached to every recommendation.
The routine that makes a gain permanent: shift transitions, huddles, dashboards, and the supervisor coaching that keeps them honest.
When the fix is hardware, I design it — full drawings, bills of material, sourced parts, and assembly documentation you can hand to a shop.
Standard work that survives contact with the floor — including projected AR systems for regulated and cleanroom environments.
Selected work
Every engagement below is documented in full — drawings, raw time studies, dashboards, and deliverables. That documentation sits behind a mutual NDA.
A full-line time study of a diesel aftertreatment remanufacturing operation, station by station, with an engineered fix costed against every loss found.
Full-facility deployment across processing, packaging, weigh & price, maintenance, and sanitation — three shifts, seven days.
Sector analysis and deployment guidance for augmented-reality work instructions in FDA-regulated manufacturing, including 510(k) change impact.
Where this applies
If your process involves discrete units moving through stations on a clock, the method transfers.
| Food & protein processing | Line balancing, yield and downgrade loss, sanitation-to-startup transitions, USDA grading interface, staffing models tied to volume forecast |
| Remanufacturing & heavy equipment | Teardown and rebuild sequencing, test cell throughput, fixture and workholding design, scrap-first flow routing |
| Automotive & powertrain | Engine assembly process sheets, torque and part-number control, blast and finishing cell automation, changeover reduction |
| Medical device & regulated | Design-control-aware process change, cleanroom-compatible work instruction, traceability architecture, 510(k) change assessment support |
| General mid-market manufacturing | Capacity studies, OEE loss trees, supervisor development, daily management routine, ergonomics and workstation design |
How an engagement runs
One to three weeks on site. I time the work, map the flow, interview supervisors, and build the baseline. You get a written opportunity list with an hours-and-dollars figure attached to each item.
We agree which opportunities are worth pursuing and what the target is. If the analysis says the honest answer is "your process is fine, buy another line" — that's what the report says.
Engineered fixes get designed and installed. Routines get built and run with your supervisors, not at them. I work the shift the problem is on, including nights.
Documentation, dashboards, and a trained supervisor group. The measure of a good exit is that the number holds ninety days after I'm gone.
Next step
A first conversation is free and usually takes half an hour. If I don't think I can help, I'll say so and point you at someone who can.