Manufacturing services
Orders ship late, inventory builds and priorities change even while the plant stays busy. Duggan combines flow design, employee education and implementation support to connect improvement work with the way your operation delivers to customers.
Where we start
Discuss late orders, excess inventory, repeated expediting and improvements that have not held. Customer requirements and the way work moves through the operation establish the starting point, including the product families and shared resources that need to connect.
What we do together
Combine product-family analysis and future-state Value Stream Design with a detailed implementation plan. Practical education and the relevant Lean tools support that design. Senior Associates and Operations Engineers can add on-site capacity to help people put the changes into daily use.
What this can enable
Work toward dependable delivery, shorter lead times and less time spent finding material or resetting priorities. Clear operating rules and workforce capability help sustain the changes and create more management time for customers, capacity decisions and business growth.
Scope, deliverables and success measures are agreed around your operation.
Queues and disconnected handoffs can persist after individual processes improve.
Missing tools, materials and priorities interrupt work and create more expediting.
Customized products and shared resources need a design that reflects their actual routes and demand.
The workforce needs time, practical guidance and ownership to turn the future state into daily work.
Start with an end-to-end Customer Delivery System: the operating rules, connections and responses needed to deliver to customers. Product families and demand shape the design. Lean tools then support that design, with education and practical work alongside your people.
Normal flow becomes visible. When work departs from the expected condition, employees use defined responses and escalate issues beyond their authority.
Deliverables and support are agreed for the specific operation.
Duggan discusses the operation, business need and scope. A site visit is arranged where the scale or situation warrants it.
Product-family analysis and Value Stream Design establish the future state. Initial Lean design and training typically take one to three weeks.
Implementation support can include 5S, setup reduction, A3 problem solving and other relevant workshops.
People practice the operating rules, recognize abnormal flow and learn to sustain the system.
Duggan can add implementation capacity through Senior Associates and Operations Engineers. Support is tailored to the pace of change and the work your operation can absorb, from periodic coaching to more intensive on-site involvement. Responsibilities and availability are agreed in the scope.
For Lean deployments, support can range from around two coaching days per month to full-time implementation involvement, subject to the agreed scope. The initial design phase is not the duration of the full transformation.
Engagement example
Duggan’s published account describes connected receiving, fabrication, assembly and shipping, with visual signals and standard responses.
The account describes less daily management intervention and leadership attention redirected to customers and new products.
Read the case study →Examples relate to the stated engagements. Outcomes depend on the starting conditions, scope and implementation.
When people can see work moving and respond to interruptions, fewer daily decisions need to return to management. Operational Excellence creates capacity for leadership to work on customers, new products and growth—what Duggan calls working on Offense.
Connect priorities, handoffs and responses around the customer commitment. Assess progress through delivery, lead time, work in process and recurring interruptions.
Understand what the operation can support as demand, product mix or capacity needs change. Use that clarity to make growth and investment decisions.
“Their deep technical expertise and industry experience enabled quick wins with tools like Value Stream Mapping, 5S, 3P, standard work, and visual flow.”
SVP of Transformation & Technology, SIA Engineering Company — published testimonial
Manufacturers managing product variety, customization and connected production processes, with leadership committed to implementation. Discuss your operating complexity and objectives with us.
Our consulting engagements develop employees within their operating environment. They are not individual course bookings.
Value Stream Design establishes how work should flow. A Lean engagement combines that design with relevant tools, education and support to implement it.
Agree measures around the operating problem, such as on-time delivery, lead time, work in process and recurring interruptions. Targets depend on the baseline and scope.
Tell us what delivery needs to improve, what you have tried and where implementation is struggling.
Use the enquiry form below to start the conversation.
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Email thealey@dugganinc.com or call +1 (401) 601-7286 and we'll respond within 2 business days.
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Email thealey@dugganinc.com or call +1 (401) 601-7286 and we'll respond within 2 business days.
