Results across complex operations.

A pharmaceutical filling line was stopping every 23 minutes and running at 58% OEE. Downtime had come to be accepted as normal. No downtime data was captured and there was no structured problem solving.

Start with the people running the line: make the stoppages visible, agree which three issues cost the most, and work on those first.

Frontline Kaizen with an internal CI lead: visual downtime tracking, structured root-cause problem solving on the top three issues, and standard work for the fixes.

Time between stoppages rose from 23 minutes to 3.2 hours and OEE from 58% to 77%, adding about 32,000 units per day within 10 weeks. The line completed four separate 12-hour runs with no stoppage.

The routines were built into the site's operating system: process verification, leader standard work, gemba walks and tiered daily management.

A regulated defence manufacturer was considering significant capital investment and a site change, without a clear picture of its current constraints, bottleneck equipment or achievable volumes at each growth step.

Model production capacity across five growth scenarios, with constraint analysis by work centre, so the decision rested on what the operation could actually produce.

The analysis identified metrology as a bottleneck. The metrology process was redesigned to release capacity already in the operation.

About 50% of inspection time saved. The board received a capacity roadmap across all five scenarios and made its capital decision with that evidence.

Maintenance operated almost entirely in reactive mode. There was no structured improvement capability, and performance varied widely between sites.

Build improvement capability at every leadership level rather than run improvement for the business.

Structured CI coaching for team leaders, supervisors and managers. Maintenance scheduling was redesigned, with planned maintenance ratio targets tracked through visual management.

Planned maintenance ratio increased from 28% to 74%, with productivity gains documented across multiple Kaizen events.

A four-year partnership across multiple sites, with improvement capability developed in the client's own leaders at each level.

Assembly lead times of more than 14 weeks were frustrating customers and limiting the business's ability to respond to demand.

Map the value stream to find where time was going. The causes were fragmented scheduling, excess work in progress and unbalanced workstations.

Workstation rebalancing, pull scheduling and targeted sprints to reduce work in progress across the assembly floor.

Lead time fell from 14 weeks to 6.2 weeks, a 56% reduction, within 12 weeks of the engagement starting.

A 900-person energy and mining site had a safety culture driven by compliance. Safety was something done to teams rather than by them.

Work with site leadership to co-design how the program would be governed, then deliver it with them rather than for them.

Co-designed governance with site leaders, co-delivered safety Kaizen boards at team level, and built frontline capability to lead their own safety conversations.

More than 900 people engaged directly, and a shift from compliance toward teams owning their safety conversations.

The site leadership team was equipped to run the program independently.