Context: A large manufacturing site was under pressure from rising overheads, sub-target efficiency and persistent quality issues. Improvement activity existed, but the site needed a more structured diagnosis to separate symptom from root cause.

Challenge: The issues were systemic rather than isolated. Cost, capability, flow, organisation and execution were all interacting, while overheads were running 12% above baseline and OEE was below the 65% target.

Role: Contributed to a structured end-to-end review and to the translation of that review into a sequenced improvement roadmap, with actions, owners, milestones and quick wins.

Outcome: The diagnostic and roadmap phase was delivered within 9 weeks, identifying an efficiency opportunity of 12% to 21% and unit-cost improvement potential of 12.5% to 20.8%. The work gave leadership a clearer view of where value was being lost and a practical route into accountable execution.