The factory is treated as the bottleneck on growth, yet nobody has measured how much output the existing equipment could actually deliver if flow, not local efficiency, were the objective.
A Lean programme may already have mapped the waste — but the plan to speed changeovers, rebalance the line or unblock the true bottleneck was quietly shelved because it would raise the allocated cost per unit somewhere else.
How much additional Throughput could we generate if we stopped wasting the constraint?
Does that sound familiar? You are our client.
- Identify the real system constraint — the resource that actually limits what the whole plant can produce and sell.
- Protect and exploit the constraint before anything else changes.
- Redesign Flow, batch, changeover and scheduling rules around the constraint, not unit-cost minimisation.
- Increase output using the existing core resources — no new capital equipment required.
- Work with Sales to convert the additional capacity into signed orders.
- Prioritise products and orders by Throughput per constrained resource, not deal size or volume.
- Measure the result in additional Throughput and cash — not simply OEE or additional theoretical capacity.
A plant optimised locally — every machine, every line, every shift pushed toward its own maximum utilisation — produces more inventory and worse flow, not more shippable output, unless one resource is deliberately identified as the constraint and everything else is subordinated to protecting it.
Most factories never make that identification explicit. Every area looks busy and “efficient” by its own local metric, while the true limiting resource sits buried in cost-accounting noise — starved of the scheduling priority and changeover discipline it actually needs to run at its real capacity.
+30% output from existing core resources
+30% manufacturing output from existing core resources — monetised as additional sales contracts and Throughput, not left idle on a dashboard. Capacity → additional sales → additional Throughput → financial effect / EBITDA.
Paid mostly for the result, not for time on site.
A fixed component covers the diagnostic and implementation plan for this offering. The larger part of our fee is tied to the EBITDA or cash result we actually help deliver — measured on your ERP, not ours.
Value Leakage Diagnostic
Implementation plan.
Of the measured EBITDA effect, minus the fixed fee.