Manufacturing & Supply Chain

If businesses in the Manufacturing & Supply Chain sector are not continuously improving their speed of design, production and delivery – while maintaining quality – they simply will not last. We focus on instilling accountability and engaging your teams in their work to reduce errors and increase productivity.

Here's how we do it.

Aerospace & Automotive

Aerospace & Automotive

Heavy Industry & Engineering

Heavy Industry & Engineering

FMCG and Pharma

FMCG and Pharma

Supply Chain Management

Supply Chain Management


Inefficient Design Processes

Long design lead times and a focus on back-end manufacturing distract from taking an end to end view of product cost and margin erosion.

Achieving Quality Standards at Low Volume

The OEM’s demand for pre-production quality testing and certification can outweigh the benefit of the actual order run to the end manufacturer.

Workforce Capability and Engagement

There is a declining skilled workforce capability and often a lack of engagement in process improvement/innovation among the workforce.

Supply Chain

Supply Chain Management practices are poor, and the lower tiers of the supply chain are lacking investment and capability.


Measure Value

How do we consider and measure value in our operation? Do we have a holistic understanding of our cost base and margins by product?

Quality Focused

How do we economically apply advanced product quality planning (APQP) or similar in a low volume environment? Do we have a culture of quality and do our people understand our expectations of them as they go about their daily activities?

Better Together

How are we engaging our colleagues towards the achievement of a common goal? How are we enabling and equipping our teams to innovate and solve problems at their own level?

Set Priorities

How are we working with our partners to innovate and add value to the process? Do we encourage collaboration and transparency? Is our governance and management distracting our partners from the priority at hand?


20% lead time reduction through more efficient
pre-manufacturing process improvements

Established process ‘lite’ approach to introduce Automotive Quality
standards for bespoke VIP vehicles (c1,000 per year)

50% increased production area capacity through the introduction of
cellular manufacturing and organisation redesign

€1m inventory reduction delivered through facilitated collaboration
between supplier and OEM client


Asset Availability

Redundant capacity due to machine downtime or bottlenecks elsewhere in the value stream.


Jobbing shop processes and inefficient material management.

Problem Solving

The default is to look for technical expertise Six Sigma, TPM etc to unlock the value in processes.


Housekeeping and safety standards aren't where they need to be. There’s no identified 'way of working.'


Supply Chain

Supply Chain management and integration is poor.

Measure + React

How are we measuring our process effectiveness? Do we have a full understanding of lost time and the root causes?

Become Resourceful

Does our business carry too much inventory? Are we making the most efficient use of the resources and skills available?

Avoid Delays

How often could minor stops and major breakdowns be prevented through in-line maintenance activities? Can I afford a team of Six Sigma experts who really knows our processes and machines best?

Consistent Culture

Do we have an embedded safety culture at all levels of our business? Do we have a culture where our people take pride in their workplace and have a passion for our long-term future? What’s my role as a senior leader in all this?


80% of downtime losses addressed through intensive OEE analysis

€17m inventory reduction though new planning processes and
replenishment models for spare parts

80% of all production problems now solved by front line supervisors and engineers

A focus on key behaviors indicators drive housekeeping and
compliance standards to 90%


Cost Pressures

Retailers expect quality & service as a given, with incremental improvement in costs. Raw material costs are volatile.

Engaged People

The challenge with performance management is never the top or bottom 10%, it is the 80% in the 'middle'.

Accountability gaps

Despite all the training and development, people and teams do not seem to feel accountable for results.

Supply Chain Management

Supply chain integration is poor and distribution costs are volatile.


Efficient Teams

Could you structure and train cross-functional teams to identify and implement cost savings and value engineer products without reducing the product offering?

Engaged People

How are we involving and engaging our people in the journey towards new performance levels?

Culture Of Ownership

Does it feel like the more you talk about responsibility and accountability, the less it exists? Have you looked at leadership (or your own behaviour) as being part of the problem?

Mutual Benefit

How are we working with our supply chain to solve problems to mutual benefit? Does our production footprint align with our sales strategy?


€1.1 million improvements in cost variance achieved and
ongoing improvement opportunities identified by implementing
cross-functional teams

€3 million EBITA improvement through completely transforming
operations and engineering

37% improvement in capacity with no increase in people or

Inventory accuracy improved from 52% to 99.9% through standard
work introduction


Logistics Challenge

The big picture is often missed by ‘optimising’ the component parts of the logistics supply chain as individual elements.

Point Of Use Availability

Having the right thing, in the right place at the right time (noting complexity of seasonal demand).

Asset Turnaround

Slow turnarounds, ineffective maintenance regimes and asset obsolescence are all avoidable sources of lost income.

Supply Chain - The New World

Creating an environment where people and teams feel accountability for the completion and quality of their work.



Does everyone understand the role of logistics in our organisation? Do we sometimes lose sight of the real/ paying customer in the complexity of our supply chain design?

Seize Opportunities

How do we measure and understand availability? Are we losing customers that we don't know about? How do we capture and escalate this information?


How do we triage asset maintenance and does customer demand play a role? What is our maintenance regime for low use assets?

Equip Yourself

What tools, systems and processes are required to guarantee customer satisfaction?


Pick accuracy improved from 97% to 100%

On-time and in-full improved by 10% through tiered planning
processes and strict decision making criteria. Root cause analysis
carried out on all lost customers.

Asset turnaround time reduced by 50% by streamlining admin
touch points.

Shared service/consolidation saved £1.1m.