Two unplanned stoppages. A changeover that should take an hour takes three. A quality deviation that has already been passed on. The team works hard — but OEE ends at 63%, and no one can say precisely what cost the 37%. It is not a staffing problem. It is a systems question.
OEE below 75% — but no clear explanation of what drives the loss
Changeover times vary unpredictably from day to day
Unplanned stoppages are handled reactively, not preventively
Quality defects are discovered too late in the process
Operations depend on experienced key people and tacit knowledge
Improvements are launched but slide back after a couple of weeks
VSM and OEE mapping make capacity loss visible — and the basis for decisions concrete.
CAPA routines that hit the cause and document that the solution holds.
A Daily Management structure that solves 80% of problems before they reach the manager.
M-B-E-A is the four phases that transform a manufacturing company from operations-dependent management into an organisation that identifies and solves its own problems.
VSM and OEE measurement reveal precisely where the capacity disappears: stoppages, changeovers, speed losses, quality defects.
Daily board meetings, visible operations boards and escalation procedures that give the team the mandate to solve problems themselves.
Standard workflows for changeovers, preventive maintenance and quality control. Documented, but never bureaucratic.
Shift leaders and middle managers are trained in the daily routines that keep operations up — whether we are there or not.
We run a VSM and OEE measurement on your critical lines. Within the first weeks you know precisely what is costing capacity.
Daily board meetings, visible KPI boards and escalation procedures are set up. The team starts identifying and solving its own problems.
Standard workflows for changeovers, maintenance and quality are documented. CAPA routines ensure errors don’t return.
We train shift leaders and production managers in the daily routines that keep the systems alive — and follow up until operations run on their own.
8 questions. 3 minutes. A concrete picture of what is holding your operations back.
Five questions. Two minutes. An honest assessment of how much hidden capacity is likely sitting in your operations.
The test is based on patterns from 50+ improvement engagements.
Operational self-assessment
How often are problems escalated to management that should have been solved on the floor?
OEE (Overall Equipment Effectiveness) measures how much of the planned production time is actually used to produce quality goods. It is broken down into Availability, Performance and Quality. An OEE of 65% means that 35% of the capacity disappears in stoppages, reduced speed or rework — without anyone necessarily knowing exactly why.
Based on contributions to the OEE Index, many manufacturers sit between 55–75%. World class is typically defined as 85%+. That means most companies have significant untapped capacity — without having to invest in new equipment.
Daily Management is a structured daily routine — typically a 10–15 minute board meeting — where the team reviews yesterday’s results, identifies deviations and agrees actions. It ensures problems are handled the same day they arise, instead of piling up for the weekly meeting.
It depends on scope and goals. We always start with a no-obligation clarification call, where we map the situation and tell you honestly whether and how we can help — before any plan or price is set.
We work best with manufacturing and industrial companies where the capacity is there, but stoppages and fluctuations eat it up. Here is when we are the right match, and when we are not.
By saying it up front, we save you the time — and ourselves an engagement that wouldn’t have lasted anyway.
We start with a no-obligation conversation, map your situation and tell you honestly whether and how we can help — before any plan is made.