Manufacturing services
Long lead times and constant expediting often arise between processes. Duggan works with your people to design how material and information move through the operation, including mixed-model production and shared resources.
Where we start
Discuss the customer commitments your operation struggles to meet and the demand it needs to support. Product mix, shared resources and the places where work waits establish the starting point. Agree the value stream and supporting processes the design will address.
What we do together
Identify product families, understand current flow and design how material and information should move. The scope can combine future-state design, implementation planning, practical education and on-site support, so people understand and can apply the operating rules.
What this can enable
Work toward shorter queues, clearer delivery commitments and greater flexibility as demand changes. Visible flow and defined responses help reduce daily expediting and create more leadership time for customers, innovation and growth. Measures follow the actual operating need.
Scope, deliverables and success measures are agreed around your operation.
A faster process can still leave orders waiting at the next handoff. Duggan connects product families, demand, capability and material and information flow into a defined future state.
Different routes, work content and competing demands shape the operating rules. Mixed-model and shared-resource methods address these conditions instead of assuming every product follows one repetitive line.
People can see what should happen next and when work departs from the expected condition. Defined responses establish what can be resolved at the work and when a wider decision is needed.
Education and practical implementation support connect the design to daily work. The aim is a system people can operate and sustain, with less dependence on management intervention.
Examine product families, processes, queues and the material and information connections.
Define how work should move, where it is scheduled and how shared resources connect.
Connect the design with education, practical actions and ownership.
Define normal flow, how deviations are recognized and the response when work falls behind.
The proposal defines which outputs and support are included.
Design decisions continue as the new system reaches the floor. A local workaround can change the flow elsewhere. Duggan combines education with practical support so those decisions are assessed against customer requirements and the intended operating system.
Senior Associates and Operations Engineers can add capacity alongside your people. The support cadence reflects the pace of change and what the operation can absorb, from periodic coaching to more intensive on-site involvement.
Engagement example
Pre-outfit, fabrication and warehousing were designed as one operating system, with visible handoffs and defined responses.
The published account reports more predictable execution and less reliance on daily oversight meetings.
Read the case study →
Engagement example
The engagement connected manufacturing, quoting, logistics and supplier flow.
The published case reports 30% more quotes per day and 75% less quote-processing time. These measures relate to the quoting process.
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.
A current-state map describes how the operation works today. Future-state design specifies the connections and operating rules it needs.
Product variety, demand, routes and shared-resource capability are inputs to the design.
Education and implementation support can be agreed with the design work, so the workforce develops the capability to use it.
Timing is scoped around the value streams, available information and implementation requirements. We do not apply one duration to every operation.
Tell us which customer commitments are under pressure, where work waits and what growth or product changes the operation needs to support.
The first conversation helps establish the operating need and the right next step. Use the enquiry form below, or call +1 (401) 667-7299.
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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.
