For Manufacturing
When output depends on throughput, not headcount.
I help manufacturing operations teams fix what is holding back production, margin, and accountability — quickly, and without another layer of consultancy on top.
Where I help
- Throughput and OEE — find the real constraint, not the reported one
- Cost base recovery — pipeline delivered with PMO discipline, not promised
- Management routines — KPIs, meeting cadence, and decisions that hold across shifts
- Capex and investment discipline — clear ROI, owners, milestones
- Restructuring — including scale-down done with care
- ERP readiness — fix the process base before the system goes in
Worked with
Dell · Logitech · Creganna Medical · Eir · Kepak · IDA Ireland · Enterprise Ireland
Proof
What this tends to look like
I walk the operation. I talk to the people who actually run it. Inside two to three weeks I come back with a plain read — what is really limiting throughput, what the management system is missing, and what to fix in what order. Then I either hand it off or stay on to run it.
The view I work from
Most throughput problems are not solved by pushing harder. They are solved by fixing how work moves, how decisions are made, and how the management system learns.
Deming's argument still applies: people do not fail, systems do.
Worth a call if
- Output has plateaued and adding people is not working
- You are carrying more PMO activity than actual savings
- ERP is on the roadmap and you are not sure the process is ready for it
- Management routines exist on paper but not in practice