The cost of the gap

Between plan and actual, in euros. 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 refused to improve 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

The cost of the gap for you

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EUR / year

What you get for that number in the two days

I verify it on the line, not in the report: is the number real, and where does it come from.
I find out why it has not moved so far. That is the gap between what you measure and what you actually do.
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.

Have the number checked in 20 minutes

I call you at the time you pick. You tell me what came out and we check 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 counts only cost that actually leaves the company: overtime to catch up, rework and sorting hours, freight, penalties. Not fixed wages, which run whether the machine runs or not, and not machine-hour allocations, which are accounting figures, not cash.
If output is lost, it values the lost parts at their contribution margin, because then the loss is missed sales, not the cost of catching up.
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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