Diagnose · Prove · Scale · Sustain.
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.
Diagnose
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.
- Pre-arrival: 90 days of defect, downtime, speed and changeover data pulled and analysed
- On-site: 5–10 days across all crews and shifts, two full job changes minimum
- Off-site: data analysis, benchmarking against best-known plants, EBITDA-ranked findings
- Workshop: findings walked through with leadership and the floor
Prove
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.
- Pilot scope chosen with the crew that runs the line — they own the design, not us
- Targets set in writing, KPI tracker on the wall, weekly review cadence
- We are physically present for the pilot — not steering by email
- Iteration after every shift — the pilot itself is the prototype, not the rollout
Scale
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.
- Internal coaches identified during pilot — usually shift leaders or area managers, not corporate
- Coach-the-coach cadence with daily floor presence shifting from us to your team
- Standard work documented, dashboards built, escalation paths agreed
- Rollout pace set by capability transfer, not calendar deadline
Sustain
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.
- Quarterly audit against the standards installed during Prove and Scale
- Annual review of KPI trajectory vs targets
- On-call support for the leadership team for 12 months post-engagement at no extra fee
- Clear handoff: by month 12 the system runs without us — that is the goal, not optionality
Why this works in container glass specifically
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.
30-minute call with a senior practitioner.
Bring a problem — leave with a direction.