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The same four phases every time. The depth and speed change with your situation — the discipline doesn't. The test of an operational excellence programme is whether it runs at 3am on a bad shift, not whether it looks good in a deck.
On-site and remote diagnostic across forming, forehearth, and line coordination. We read your data and walk your floor before we open our mouths. Outputs: variance map vs benchmark, prioritised punch list, KPI uplift forecast.
Pilot on one line with measurable KPIs and a crew that helped build the approach. Movement on the number — not a slide. Pilot duration is typically 6–10 weeks; the test is the floor, not the boardroom.
Line-by-line rollout with your internal coaches leading. We train the trainers and hold the standard while the system embeds. Internal capability built on purpose so the system doesn't depend on us.
Dashboards, audits, and coaching cadence that keep the gains after we leave. The test is month 12, not week 6 — and we measure ourselves against that standard, not against the engagement letter.
Container glass is a craft business at industrial scale. The hot end runs 24/7, never stops, and tolerates very little variance. Generic Toyota-clone consultancies built for discrete manufacturing don't survive contact with that environment.
Our methodology is glass-shaped. Diagnose is a hot-end walk-down, not a value-stream map. Prove runs on a real IS machine, not a cell. Scale uses internal coaches who have run forming, not a TPS sensei. Sustain measures pack-to-melt and OEE on a continuous loop, not a quarterly steering committee.
The methodology doesn't replace your existing systems — it reinforces them. If you already have OpEx, lean, TPM or WCM programmes, our work plugs into them rather than competing. The point is what runs your plant at 3am on a bad shift, not which methodology sticker is on the wall.
Bring a problem — leave with a direction.