OPERATIONS INTELLIGENCE / THROUGHPUT CONSULTING
AVG HIDDEN DOWNTIME / SHIFT0 MINAcross 60+ floor assessments since 2019
TYPICAL OEE GAP IDENTIFIED0–0%Recoverable output within existing headcount
CLIENT RETENTION RATE0%Clients who return for subsequent engagements

You’re leaving output on the floor.

We walk factory floors with stopwatches and thermal cameras. The fifteen minutes of waste hiding inside every production hour — we find it, quantify it, and hand you a remediation plan before we leave the site.

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OEE DIAGNOSTICSTHROUGHPUT ANALYSISCONSTRAINT MAPPINGTHERMAL IMAGINGSHIFT WASTE AUDITLINE BALANCINGDOWNTIME RECOVERYCAPACITY MODELINGOEE DIAGNOSTICSTHROUGHPUT ANALYSISCONSTRAINT MAPPINGTHERMAL IMAGINGSHIFT WASTE AUDITLINE BALANCINGDOWNTIME RECOVERYCAPACITY MODELING
DIAGNOSIS / ROOT CAUSE
Q01

Why is my OEE stuck
below 70%?

A question we hear on every first call.

Most plants running below 70% OEE are losing output across three overlapping failure modes — and because they overlap, each one masks the others. A single metric can't tell you which is primary. That's why the number stays stuck.

01
Micro-stoppages under 5 minutesNever logged, never aggregated. On a 200-person shift, these average 23 minutes of lost production time per line per day — invisible on any SCADA dashboard.
02
Speed loss disguised as availabilityLines running at 87% of rated speed look like they're running. They're not. A 13% speed gap on a 10-hour shift is 78 minutes of phantom output.
03
Quality losses counted too lateFirst-pass yield failures caught at end-of-line have already consumed full cycle time. The OEE formula sees the time. It doesn't see the rework loop.
04
Planned downtime misclassifiedChangeovers padded by 40% to avoid pressure. Preventive maintenance scheduled during peak capacity windows. These aren't availability losses — they're planning failures.

The 70% floor is almost never a people problem. It's a measurement problem. You can't fix what you haven't precisely located.

No discovery workshops. No frameworks presented from a hotel conference room. We start on the floor at shift change and we don't leave until we've mapped every constraint in the production system.

PRE
Intake & data requestWe ask for 90 days of SCADA exports, maintenance logs, and quality records. We read them before we arrive — so we're not learning your operation on your time.
WK 1
Floor assessment — two full shiftsStopwatch studies on every major work center. Thermal imaging of electrical and mechanical systems. Shadow studies on three operators per line. Every micro-stoppage logged.
WK 2
Constraint mapping & quantificationEach loss source quantified in minutes per shift and annualized output equivalent. Prioritized by recoverable volume, not by ease of fix.
WK 3
Remediation plan deliveryWritten report: constraint map, loss quantification, and ranked interventions with implementation owner, timeline, and expected recovery per action.
WK 8
Implementation check-inOptional. We return for one day to verify implementation fidelity and measure actual recovery against projected. Most clients request this.

Total engagement: three weeks of our time. The report is yours permanently. The constraint map becomes the operating document for your next six months of continuous improvement work.

METHODOLOGY / ENGAGEMENT STRUCTURE
Q02

What does an engagement actually
look like week by week?

A question we hear on every first call.

PROOF / OUTCOMES
Q03

How do other plants know
it worked?

A question we hear on every first call.

We measure before we leave and we measure again at eight weeks. The delta is the proof. Here's what the numbers look like across our last 24 engagements.

+14.2%Average OEE improvementMeasured at 8-week follow-up vs. pre-engagement baseline
47→11Hidden downtime minutesAverage reduction per shift after top-3 constraints addressed
94%Client retention rateClients who engaged Throughput for a second or third facility

The 94% retention number is the one we're most careful about. It means clients who saw the work once trusted us with a second facility. That doesn't happen with methodology theater.

Most lean engagements fail for the same reason: the consultant arrives with a framework and leaves with a report. The framework was designed for a different plant. The report describes the framework. Your floor never changed.

01
We bring instruments, not frameworksStopwatches, thermal cameras, vibration sensors, and a laptop with your last 90 days of SCADA data. We measure your specific losses — not a generic loss model.
02
We work night shiftsThe losses that hide from day-shift management are visible at 2 a.m. We schedule floor time across all three shifts. The third shift is almost always where the constraint lives.
03
We don't do training programsWe don't sell follow-on training, certification programs, or software. Our business model is built on returning to the same plant for the next problem — which only happens if the first problem actually got fixed.
04
Deliverable is a constraint map, not a slide deckA written document with named constraints, quantified losses, and implementation owners. Specific enough that your ops team can execute without us in the room.

If you've been burned by a consulting engagement before, we'd rather have that conversation on the intake call than after we've started. Tell us what didn't work. We'll tell you if we can do better — or if we're not the right fit.

DIFFERENTIATION / OBJECTION
Q04

We've tried lean consultants before.
What's different?

A question we hear on every first call.

PRIMARY CONVERSION

Request a Plant Assessment

We spend two days on your floor — not in a conference room. You get a written constraint map, quantified downtime by source, and a prioritized remediation list ranked by recoverable output. Most clients see the payback in the first week of implementation.

What happens next
24HWe confirm receipt and schedule a 20-minute intake call
48HEngagement scope and NDA delivered to your inbox
WK 1Lead assessor on-site with equipment

No sales calls. No CRM enrollment. Direct to an assessor.

SECONDARY CONVERSION / DIAGNOSTIC TOOL

The 12-Point OEE
Diagnostic Checklist

The questions every operations director should be able to answer before calling a consultant. Most can’t answer more than seven. The gaps are where output goes.

01Current OEE baseline and how it was measured
02Top 3 downtime sources by frequency vs. duration
03Planned vs. unplanned maintenance ratio
04Changeover time vs. theoretical minimum
05First-pass yield by production cell
06Shift handover protocol and communication gaps
07Constraint identification: bottleneck vs. capacity
08Material flow and WIP accumulation points
09Operator utilization vs. machine utilization split
10Preventive maintenance compliance rate
11Quality escape rate and cost-of-poor-quality tracking
12Supervisory span of control and floor visibility

8 ITEMS GATED — ENTER WORK EMAIL TO UNLOCK

Download the full checklist

Work email only. No nurture sequences. One email with the PDF.

PERSONAL EMAIL ADDRESSES NOT ACCEPTED

“We ran this checklist before our Q3 board review. Found three gaps we’d been explaining away as market conditions.”

— VP Operations, Tier 2 Automotive Supplier, Ohio