Capabilities
What I actually do when I'm on your floor.
Four service lines. Each one produces a specific artifact you can hold, hand to a supervisor, or send to a machine shop — not a recommendation to "consider adopting lean."
Time & method study
I stand at the station and time the work at element level — not a shift average, not a standard pulled from a binder written in 2009. Every loss gets a written cause and an estimated time saving, so the opportunity list is ranked by hours before anyone argues about priorities.
What you get:
- A measured baseline per station, per shift, with variance
- Quota-allocation analysis: what the standard implies versus what the work takes
- An itemised opportunity list with estimated time saving on each line item
- A staffing and capacity model tied to your volume forecast
- Line-balance analysis identifying the true constraint, not the loudest one
Why the estimate matters. A recommendation without a number attached is an opinion. On a recent remanufacturing engagement, itemising estimated time savings per fix is what made the difference between "we should look at the hoist someday" and a costed change that removed twenty-two minutes a unit.
Management operating systems
An improvement that depends on the consultant being in the building isn't an improvement. A management operating system is the set of routines — who meets, when, with what data, and what they're accountable for saying — that holds the gain after handover.
What you get:
- Structured shift transition agendas, per department, with the specific metrics that shift owns
- Daily huddle formats and a scored assessment sheet so managers can audit huddle quality objectively
- Short-interval control dashboards that report in time to act, not in time to explain
- Current-state and target-state MOS flow maps with a key event schedule to close the gap
- Direct field coaching of your supervisors — including the confrontation skills most supervisor training skips
The distinction that drives this work. Financial reporting verifies actions after the fact; it keeps score and creates a need to explain. Operational short-interval data predicts the financial result while there's still a shift left to change it. Most plants have plenty of the first and almost none of the second.
Process & tooling design
When the answer is hardware, I design the hardware. Drawings to a title-block standard, full bills of material with real part numbers from real suppliers, tolerance and material callouts, and assembly documentation a shop can build from without calling me.
What you get:
- Dimensioned fixture and workholding drawings with section views, revision control, and mass properties
- Indexed bills of material — every fastener, seal, and plate with supplier part numbers and unit pricing
- Material selection with a stated rationale (UHMW, silicone, titanium fastener stock where galvanic or chemical exposure demands it)
- Automation cell conversion layouts, including filtration and containment detail
- Assembly and disassembly process sheets sequenced by operation, with torque specs, fastener sizes, socket callouts, and scrap/reuse flags per part
Representative deliverable, redacted: a five-sheet fixture package for an automated slurry blast cell — heavy-duty and small-format bottom fixtures, counterbore plates, containment rings, and layered seal stacks, each with an itemised BOM. Full package available under NDA.
Work instruction & compliance
Standard work fails at the gap between what the instruction says and what the operator does. Closing that gap in a regulated environment means the instruction system itself has to be auditable, fast to revise, and physically compatible with the room it lives in.
What you get:
- Digital and projected augmented-reality work instruction design, including remote revision workflows that update an entire line in under a day
- Traceability architecture — machine vision and peripheral integration for automated record capture rather than manual logging
- Regulated-change impact analysis, including whether a process modification crosses the threshold requiring a new submission
- Cleanroom-compatible deployment (systems specified against ISO 14644-1 Class 3, US FED STD 209E Class 10, BS 5295 Class 2, GMP EU Grade B)
- Ergonomic and biomechanical workstation assessment — hypothesis-tested against published population strength and dexterity data, not eyeballed
On regulated change. A projected work instruction system by itself generally does not cross the threshold at 21 C.F.R. §807.81(a)(3) for a new 510(k) submission — but the process improvements it enables may. Knowing which is which before you deploy is most of the value. This is engineering analysis, not legal or regulatory advice; your regulatory affairs group makes the call.
Not sure which of these you need?
That's normal, and it's what the analysis phase is for. Describe the number that isn't moving and I'll tell you which service line it points at.