The cost of the gap

How much does it hurt if the metric does not change?

Five minutes, five numbers, no sign-up.

1. Which metric hurts?

Pick the one metric that hurts most right now. Not OEE and not productivity: those are made of several things and any one of them can shift the picture. One number that has not moved for months.

2. Your numbers

You set the target, not me. The numbers on my website are highlight results, not averages: after a launch or a transfer a big step is easy, on a twenty-year-old automated line it is not. Enter what you consider realistic without capex.

Changeovers per week on the most used machine

Current changeover time, minutes

Target, minutes (what you consider realistic)

Cost of catching up one lost hour, EUR (the line crew's overtime incl. premium, plus energy)

When the machine stops, what happens to the lost parts?

We catch up (overtime, weekends, buffer)Output is lost (capacity is tight, the customer waits)

Production weeks per year

3. The result

If nothing changes, this is what it costs you every year

—

EUR / year

In two days I show you how your own team can fix this within three months, with the resources you already have and no capital expenditure. If the expected result is below ten times my fee, you get the summary and I do not invoice it.

What happens in the two days

I check on the line, not in the report, whether the number is real and where it comes from.
I find out why it has not moved so far. That is the gap between what you measure and what you actually do on the line.
I tell you where it can get in 90 days without capex. It may be below your target, it may be above.
I write down the first three steps and the one thing to focus on in the first two weeks.

What you do not get: an audit report, a finished implementation plan for every problem, training. The one page is a basis for decision, not a project plan. From there you decide: run it with your own team, or in 90 days with me.

So you can decide whether it is worth me coming to your plant, let us look at the numbers together, in twenty minutes.

Let's go through it in 20 minutes

I call you at the time you pick. You tell me what came out and we check together whether it holds. If it does not, I say so.
or call now: +36 30 190 1322

Send it to yourself

This is the conservative number. It excludes the cost of customer trust, delayed launches, slipping projects and management time spent firefighting. The full impact is usually larger.

How it calculates

The gap is the difference between current and target, annualised by the number of production weeks.
It only counts what is actually money: the overtime to catch up, the hours of rework and sorting, freight, penalties, and, where there are orders for the lost output, the margin you did not earn. Not fixed wages, which run whether the machine runs or not. Not machine-hour allocations, which are an accounting figure, not cash. Not freed capacity with no order behind it, which is not revenue on its own. I use the same rule at the end of day two: the guarantee applies to this number.
For scrap, it adds the material and cost-per-part loss, rework and sorting hours, and external sorting fees.
Defaults are typical values for Central and Eastern European automotive suppliers. Overwrite what you know precisely; the rest is enough for an order of magnitude.
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