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Most companies overlook the savings available in their production, administrative, workforce and logistics routines. Not because the savings are well hidden, but because nobody is paid to go looking for them. When did anyone last work out properly where there is actually something to be gained?
A ranked list of opportunities, each with an estimated investment, saving and payback period, so you can decide what is worth doing. We aim at low investment and high saving, which means the first thing we recommend is often unglamorous.
Reducing costs pays off in good times and bad. If you are under pressure it can be the difference between a bad year and a fatal one. If things are going well it widens your margins and funds the expansion you were otherwise going to borrow for.
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Higher quality is usually assumed to cost more. In practice the cheapest quality improvement is often a single extra check, placed exactly where defects currently escape. And it tends to raise throughput at the same time, because problems get caught before they travel downstream.
We support people in the work they already do, or we add extra sensing to lines that are already automated. We do not replace a working process just because it is old.
A penalty for a defective product or a lost customer costs more than the check that would have caught it. Building that check in beforehand is almost always the cheaper of the two.
Talk through your quality problem in a free first conversation
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When a company hits full capacity with its current assets, the obvious next step is to buy more of everything. That is the expensive answer, and often the wrong one, because the constraint is rarely spread evenly across the line.
The bottleneck identified and measured, the options for relieving it costed, and the throughput increase each option buys. Doubling output rarely requires doubling machines, staff and square metres.