You own the P&L for this product line, and most of its margin is about to be decided by a process design you didn't write. Capacity, yield and unit cost get fixed when the equipment is bolted down. Until then, all three are still negotiable.
High-growth product lines hit their capture moment once. The engineering work that determines whether you can serve that moment happens months earlier, in a process design conversation product leaders usually find out about after it's settled.
This is the last point where optimizing is cheap. After the concrete dries, you live with what you built.
What the clock is actually doing
Most process consulting is defensive: prove the design is adequate and move on. We're after one thing — the most revenue capacity you can extract from every manufacturing dollar you are about to spend. Typical gains run 10–15%+ in throughput and yield on lines that already exist. On a line that hasn't been built yet, nothing is bolted down, so there is more room.
What most consultants optimize for
What we optimize for
The alternative is eighteen months of explaining why a competitor got to the volume first. You can stop after any phase and the deliverable still stands on its own.
Weeks 1-2
A full read of the product requirements, the launch timeline and the scaling plan. We name every capacity constraint in the proposed design while it is still a drawing rather than a permanent feature of your cost structure.
What you receive
Weeks 3-4
Simulation of production scenarios, ramp-up sequences and multi-facility scaling against your real mix. We optimize for throughput and for the fastest credible path to full-rate production, not for a tidy steady-state number.
What you receive
Weeks 5-6
The deliverable: a manufacturing design that has been validated, capacity-maximized and costed, ready to hand to procurement. Fixes live in the drawings, where they are a line item instead of a change order.
What you receive
The current client portfolio is Fortune 500 leaders in medical devices, life sciences, food and beverage and consumer products — companies that decided not to gamble a launch window on an unoptimized process.
01 / 03
“Are you stuck in the rut of change we all go through? Is your company thinking of taking the next step in transformation? If so, hands down, this is a GREAT group to work with for all your digital manufacturing and transformational needs! The Axiom group are the real deal, with decades of experience in all areas of manufacturing between them. They can help you and your company reach your goals, showing quick wins with their “start small scale big” approach.”
Trane Technologies
Fortune 500 · WSJ Top 250 Best Managed
Magic Consulting was formerly branded Axiom Manufacturing Systems. Client quotes are reproduced as given.
Why we take twelve a year
This isn't a commodity service. The method requires our senior team's direct involvement from the first week to the last, so we cap the client load deliberately rather than staff around it. Three engagements are open in the current quarter.
If the timing is tight, tell us on the call. We would rather say no early than take a launch window we can't serve properly.
Who sits on the engagement
Path 1 — status quo
Manufacturing proceeds with a good-enough process design, because they have a date too. You hope the capacity ceiling doesn't bind before demand does. If it binds first, the conversation with leadership is about why a competitor moved faster — and the honest answer is that nobody tested the assumption.
Path 2 — test it now
The constraints get named, the flows get simulated, the design gets changed on paper, and you launch on a line built for the volume you actually forecast. The capital number may not change at all — what changes is what it buys you.
Designing the line is half of it. The other half is knowing what each unit actually costs to make once the line is running — which standard cost will not tell you. Cost genealogy ties machine events, production and quality data to the ledger, so the unit cost in your model is the unit cost on the floor.
If you have ever defended a product line's margin with a number that turned out to be an allocation, that page is the one to read.
Make the Numbers TrueAlso worth your time
If the new line has to hand data to an ERP, a WMS and a quality system that already disagree with each other, read this before procurement.
The engagement model behind all of this: Assess, Target, Execute, Sustain — with a measured before and a measured after.
Ten minutes, no sales call, and it will tell you whether the constraint is really the process design or something upstream of it.
Tell us the product, the launch date and where the process design currently stands. We'll tell you on the call how much of the cost structure is still movable — and if the answer is “not much,” we'll say so instead of selling you six weeks.
