Manufacturing Efficiency Consulting
See where scheduled production time is being converted into completed work—and where it is being lost.
Measure the Loss Before Setting the Target
Efficiency is not one universal percentage. A useful review separates the time available from the time lost to planned stops, changeovers, missing material, waiting, breakdowns, speed loss, rework, inspection, and other facility-specific causes.
The first useful output is often a loss ledger the team understands: clear definitions, consistent start and stop points, and a short list of causes that can be observed on the floor.
Availability
Record when the process is ready to run and why scheduled time is not producing.
Run Performance
Compare actual operation behavior with the part-specific standard or validated expectation.
Quality Yield
Separate good output from scrap, rework, extra inspection, and repeat processing.
Flow Loss
Capture waiting between operations so local efficiency does not hide delayed finished work.
Create a Baseline Your Team Can Use
- Choose one product family, work center, or shift where the loss is visible.
- Agree on definitions before collecting data so planned and unplanned conditions are not mixed.
- Observe the largest categories long enough to understand causes, not just totals.
- Select a countermeasure and an acceptance measure that fits the observed condition.
Manufacturing Efficiency Consulting Questions
Use a baseline appropriate to the process, product mix, schedule, and measurement definitions. Broad benchmark labels can mislead when operating conditions differ.
No timeline is assumed. It depends on the loss, countermeasure, access, and time needed to observe a reliable baseline and result.
Not necessarily. Begin with records the team can collect consistently, then decide whether added instrumentation would improve the decision.
Start where lost time or delayed output is most visible and use measures that connect directly to that condition.