Industrial Performance
Seven years running production, then seven running logistics, on the same SEVESO site. I’ve held the whole chain, from receiving to shipping, with production and packaging in between. And the cost hides at the joins, where nobody is paid to look.
Why this area
Three stances that set this area apart from a classic consultancy.
A field practitioner, not an auditor
Seven years as Production Manager, seven years as Industrial Logistics Manager on a SEVESO site. The processes, the flows, the automation, I ran them myself, not observed from a distance.
Data before dogma
SPC, design of experiments, measured capability. Cpk greater than or equal to 1.33 held over time, not a Lean initiative that evaporates in six months.
It holds after I leave
Training the teams, managerial discipline, documented handover. Durable performance is owned, not decreed.
Two ways in. One chain.
Nobody calls me for a catalog. They call because a line is not holding its numbers, or because inventory costs more than it returns.
Your plant is running, and the margin is not there.
What you lose along the way never shows up in the P&L.
It varies, and nobody can say why.
You automate, and you take the integrator at their word.
A production problem ends up in inventory. An inventory problem often starts in production. Same chain, seen from both ends.
Your materials are waiting, and so are your finished goods.
The shop floor before the spreadsheet.
What I steer once I am in
When the subject becomes a project, with a budget, milestones, suppliers and a board waiting for a report, I steer it. Industrial investment, automation, industrial IS : same method, same person, and I am still the one who was on the shop floor.
A specific Industrial Performance challenge?
First conversation free, reply within 48h. No commitment.