Manufacturing, measured where it happens.
Manufacturers know their plants to the minute and their margins to the quarter. Our manufacturing work closes that gap, contribution by line, product and customer, capacity that is real rather than nameplate, and market entries that survive the plant's actual constraints.
S.07 · 6 engagements · 1 published
On the record in manufacturing.
Market entry and portfolio calls at Fennimore Foods
A food manufacturer that wanted to enter three markets, and an audit that priced all three and argued for one.
£12m
new revenue in the first year, two lines exited
Strategy & Growth
Read the caseWhat is going wrong.
01
Growth plans the plant cannot make
Three markets, three decks, no capacity number that survives the shift pattern.
02
Lines kept for sentiment
Products that contribute nothing after logistics, defended by whoever launched them.
03
OEE measured, not acted on
The dashboard is green and the customer’s order is late.
What we do about it.
Strategy & Growth
Price the entries and the exits
Which market to enter, which lines to stop, against real capacity.
Operations & Performance
Measure the line where it runs
Changeovers, waits and rework counted at the machine.
Digital & AI
Put the data under the plant
Sensor lineage and quality gates before any model.
Agree the number before the work starts.
The audit / four weeks
A.01One figure, agreed in writing before any work
A.02£45–65k, fixed, whatever the audit finds
A.03It prices the stage after it, so nothing is bought blind