World-class equipment with 1990s management systems — the management audit is where most plants find their fastest gains.
Most container glass plants have world-class equipment and 1990s management systems. We audit the management layer — what each leader actually does each day, who owns which KPI, how decisions get made, and where the system breaks down at shift handover.
Shift leader, supervisor, hot-end superintendent, plant manager, VP Operations — what each does each day, codified.
Who can stop a line, who owns which KPI, who escalates what — written down and agreed.
Tier 1/2/3 meeting structure, gemba walks and KPI reviews — designed to survive a bad shift, not just a good day.
We sit with each leader for two days; we measure where the day actually goes.
Current state mapped, gaps identified, future state designed with leadership.
Install on one shift or one line, coach daily, tune the cadence.
Roll out across the plant with internal champions; we coach the coaches.
Whatever runs your plant at 3am on a bad shift. Methodology stickers on the wall don't matter; the cadence does.
No. Goal is your internal coaches own the system within 6–9 months.
Independent audit of IS machines, forehearth, hot-end coating, ware handling and pack-to-melt KPIs.
Section timing, mould equipment, NNPB/BB/PB process control and defect taxonomy linked to root cause.
The world's first systemised Job Change Tool — SKU Library · Live Execution · KPI Tracking.
Bring a problem — leave with a direction.