Your margin is leaking somewhere nobody has priced.
Most plants know roughly where the trouble is. What they do not have is the dollar figure, and without it nothing gets funded. I walk your floor and give you the number.
No software, no system to implement, nothing for your team to learn. I look at how you already run and tell you what it is costing.
Which one sounds like your year?
I could be selling more without adding fixed cost.
Usually the constraint is not capacity. It is one process, one shift pattern, or one person everything routes through.
I could make more from what we already sell.
The work is already being paid for once. The question is how often it gets paid for twice.
My margins suck.
Margin rarely comes off in one place. It goes in small amounts, in places that never show up on a P and L line.
You get a priced list, not a list of concerns.
Three hours on your floor, and what comes back is a ranked account of where margin is leaving, each item carrying a dollar figure. It opens with a one page summary your controller can read without reading anything else.
The decision in front of you afterward is which two or three to go after first. Findings sort into three kinds of leak.
- Time leaksMinutes spent every day that never get priced.
- Quality leaksWork you end up paying for twice.
- Vendor leaksTerms nobody has retested since the day they were signed.
Every figure says where it came from.
A number pulled from your own records and a number I arrived at by watching a shift are not the same kind of number, and you should not have to guess which one you are looking at. So each one carries a label.
Twenty years running the floor, not advising it.
I am Chad Rauch. Before this I ran production and operations in packaging, electronics, industrial equipment, and distribution. Sites from twenty one direct reports and five product lines up to a hundred plus people, and a twenty six acre distribution operation.
- 35%Throughput increase, 53 to 70 units per day
- 21%Reduction in work in process
- 15%Improvement in on time delivery
Those are results from plants I ran, not from consulting engagements. Lean Six Sigma Green Belt. United States Marine Corps.
Start with a number you can check yourself.
Four calculators, free, nothing to install and no email required. Each one takes figures you already have and prices something your books are quiet about. They are deliberately conservative, so what they give you is a floor rather than a ceiling.
Open the toolsNo part of this is open ended.
- A single flat fee, agreed in writing before anything starts. Not an hourly estimate that grows.
- The report is yours either way. There is no obligation attached to it.
- If you want help executing any of it, the fee credits against that work.
- If I do not think I can find anything worth your time, I will say so on the first call rather than take the engagement.
Where this actually works
- You make something, and there is a floor I can walk
- Somebody can spend a morning walking it with me
- You are within driving distance of Geneva, Illinois
- You would rather have the problem priced than described
Thin records are not a problem. They are usually part of the finding. Where the data exists the numbers come back measured, and where it does not they come back estimated and labeled as such, along with a view on what is worth starting to count.
If any of that sounded like your operation, say so.
No presentation and no discovery deck. A short conversation about what is actually happening on your floor, and an honest answer about whether I am the right person for it.
chad.rauch@cr-dynamics.com
630-402-6680