Services
We fix the problems that slow your floor down.
Most manufacturers know something is wrong. They just can't pin down where the time and money are going. We can — and we fix it using Six Sigma.
Three problems. One proven method.
After working across dozens of shop floors, we've seen the same patterns repeat. Lead times that creep past quotes. Work-in-process that piles up between stations. Rework loops that eat into margin on every job.
These aren't random. They're symptoms of process variation — and process variation is exactly what Six Sigma is built to eliminate. We bring the tools, the discipline, and the experience to find the root cause and fix it for good.
Lead Time Reduction
Cut the gap between order and delivery — without adding headcount.
The problem
Lead times slip when work queues up at bottlenecks that nobody has formally identified. Quoting becomes guesswork. Customers lose confidence. Expediting becomes a full-time job.
How we fix it
- 1
Map the value stream
We walk the floor and document every step from order receipt to shipment — including wait time, which is usually where most of the lead time lives.
- 2
Identify the constraint
Using Theory of Constraints and process data, we find the single bottleneck that limits throughput for the whole system.
- 3
Reduce queue and batch sizes
Smaller batches move faster. We redesign scheduling and WIP limits to keep work flowing instead of stacking.
- 4
Control and sustain
We install visual controls and daily metrics so the gains hold after we leave.
What we measure
Lead time
We'll baseline your current lead time — from order receipt to shipment — and track the reduction at each stage of the engagement.
You'll know exactly where the time is going before we touch anything, and you'll see the number move as we work.
WIP Reduction
Free up cash tied up in inventory that isn't moving.
The problem
Work-in-process pileup is a cash flow problem disguised as a production problem. Parts and jobs stack up between stations, tying up capital and hiding quality issues until it's too late to fix them cheaply.
How we fix it
- 1
Measure actual WIP levels
We count and categorize everything in process — by station, by job type, by age. Most shops are surprised by what they find.
- 2
Find the accumulation points
WIP piles up downstream of constraints and upstream of quality gates. We map where and why.
- 3
Set WIP limits
Using Little's Law, we calculate the right WIP level for each station and implement visual signals to enforce it.
- 4
Pull scheduling
We shift from push scheduling (release work when it's ready) to pull scheduling (release work when downstream capacity exists).
What we measure
WIP value on the floor
We'll count and value everything in process at the start of the engagement, then track that number as WIP limits take effect.
Lower WIP means faster throughput, earlier defect detection, and cash that was sitting on the floor back in your account.
Rework & Scrap Reduction
Stop paying twice to make the same part.
The problem
Rework and scrap are the most visible form of waste — and the most demoralizing. Every defect costs twice: once to make, once to fix or replace. Chronic rework also masks the real process capability, making it impossible to quote accurately.
How we fix it
- 1
Stratify defect data
We categorize defects by type, location, shift, operator, and machine. The Pareto chart usually shows that 20% of defect types cause 80% of the cost.
- 2
Root cause analysis
Using fishbone diagrams and 5-Why analysis, we trace each major defect type to its root cause — not just the symptom.
- 3
Process capability study
We measure Cpk for critical dimensions. A Cpk below 1.33 means defects are statistically inevitable. We get it above 1.67.
- 4
Error-proofing (Poka-Yoke)
Where possible, we design the defect out of the process entirely — fixtures, go/no-go gauges, and in-process checks that catch problems before they become scrap.
What we measure
Defect rate and rework cost
We'll establish your baseline defect rate and the fully-loaded cost of rework before we start, then track both as process changes take hold.
Scrap and rework costs are often 3–8% of revenue. Knowing the real number — and watching it fall — is the clearest signal the work is landing.
Not sure which problem to tackle first?
That's what the free operations assessment is for. In 30 minutes, we'll score your operation across all three areas and tell you where the biggest opportunity is.