Magic Consulting is strategy that ships. We work on your floor, with your operators, on the one bottleneck that is costing you output. Find it. Target it. Fix it. Then hand the running system to the people who were already there — and who will still be there after we go.
No deck. One call, your numbers, and an honest read on whether we can help.
Operations leaders and plant managers can usually describe their constraint in one sentence. What they are missing is the data to prove it, the time to fix it, and a partner who will still be useful on the Tuesday after go-live.
“My production report lands a shift late. By the time I can see the problem, the crew that caused it has gone home.”
Reporting that trails the line turns every conversation into archaeology.
“We paid for an improvement project. It held while the consultant was in the building. Six weeks after he left, we were back to the old way.”
Nothing was wrong with the idea. Nobody on the floor owned it.
“There is a number in the board deck that nobody on my floor believes. I am the one who has to stand up and present it.”
When the number and the floor disagree, people stop trusting both.
“I know which cell is the bottleneck. I cannot prove it with data, so the capital keeps going somewhere else.”
The constraint loses the funding argument to whoever has a spreadsheet.
“Our per-part cost is a standard from three years ago plus an overhead rate. When a customer asks me to sharpen a price, I am guessing.”
You cannot quote tight margins off a cost you do not actually have.
What we hear most
“The last initiative produced a deck. It did not produce a change.”
We take that seriously. It is why every engagement we run has a measured before, a measured after, and a named owner inside your plant.
Consulting earned its reputation honestly: too much theory, too little follow-through, a binder on a shelf. We work the other way around. The constraint in your plant is usually already known somewhere on the floor. Our job is to go find it, put real numbers around it, remove it, and leave behind a system your own people run.
The operator running the cell on nights usually knows where the output goes. We start with the people closest to the metal, then use data to confirm or correct what they told us. It is faster, and it buys the trust you need to change anything later.
Fixing eleven things at once means you cannot tell which one worked. We target the single constraint with the largest effect on output or cost, prove the gain, then move to the next one. Momentum beats scope.
Your maintenance lead, your CI engineer, your best supervisor — they are the asset. We work alongside them, teach what we are doing while we do it, and hand over the keys. No dependency designed into the deal.
The deliverable is a working thing: the dashboard on the wall, the standard work in the binder, the costing model finance actually closes the month with. Documented, owned, and running the day after we leave.
The test we hold ourselves to
Six months after we leave, is the gain still on the board — and is your team the one maintaining it?
If the answer is no, the engagement failed, however good the report looked. That is the standard we scope to, and it is the reason we insist on a named owner inside your plant from day one.
We do not sell a methodology. We sell a result, and there are four of them. Most plants start with one, prove it, and come back for the next. Each block below names who it is for and what actually changes.
01
Capacity & Throughput
Who it's for
Operations leaders and plant managers
10-15%+
Typical gains in throughput and yield
Before you sign for new equipment and an 18-month lead time, find out what the existing line can actually do. Most cannot run to their own nameplate, and the reason is rarely the machine.
What changes
02
Data Visibility
Who it's for
Leaders whose reporting lags production
Sub-second
Production data resolution
If the daily number arrives tomorrow, you are managing yesterday. Real-time production dashboards at sub-second resolution put the same truth in front of the operator, the supervisor, and the plant manager at the same moment.
What changes
03
Eliminate Waste
Who it's for
Plant managers and continuous improvement leaders
Sustained
Gains that survive the handover
Chronic downtime, scrap, speed loss, and micro-stops are rarely dramatic. They are the same twenty minutes, on the same cell, every shift. We go after the repeat offenders and then make the fix stick.
What changes
04
Cost Visibility
Who it's for
CFOs and operations leaders
Per part
Costing tied to real production data
Standard cost plus an overhead rate tells you very little about which parts, lines, and customers earn their keep. Activity-based costing tied to real production data gives you accurate per-part cost and the cost genealogy behind it.
What changes
Not sure which one you are looking at? That is what the readiness assessment is for — two minutes, further down this page.
Automating a bad process gets you a faster bad process. We redesign the work itself across both layers that govern it — SCADA control and MES execution — so the flow, the data, and the operator's day are designed as one thing.
Most of our work starts here. We map the process as it actually runs — including the workarounds, the paper step nobody documented, and the spreadsheet that quietly became a system of record. Then we redesign the flow in phases that fit real uptime windows, worked through with operations before anything is touched.
A new line or a new site is the cheapest moment to get flow, control, and execution right. We design the process, the control strategy, and the MES data model together, so the layout, the staffing plan, and the reporting you will need in year three are decided before the concrete is poured.
What we design across
How the equipment is sequenced, interlocked, and supervised. What gets measured, at what resolution, and where the signal comes from.
How work is dispatched, tracked, confirmed, and genealogized. What the operator is asked to do, and what the system does for them instead.
Where most redesigns fail: a control layer that cannot answer what execution needs to ask. We design the handoff deliberately, not as an afterthought.
We are platform-agnostic by design. The redesign is specified against your constraints and your installed base — and when it needs hands on the hardware, Magic Engineering is in the same P&L, not a subcontractor on a separate schedule.
Every program below is taught on your systems, with your data, by the same people who do the consulting work. No generic curriculum, no hotel ballroom. If an operator cannot use it on the next shift, we did not teach it properly.
The system is only as good as the transaction at the station. Operators learn what each screen is for, what the data is used for downstream, and how to recognize and correct a bad entry before it becomes a bad month-end. Taught on your configuration, with your part numbers.
A plain-language working session on what connected manufacturing actually buys you, what it costs to run, and how to tell a real business case from a vendor demo. Ends with each attendee drafting the first project they would fund in their own plant.
How to read the board, run a five-minute SQDC huddle off it, and escalate with evidence. Covers what each metric does and does not tell you, so the morning meeting ends in a decision instead of a debate about the number.
Built around the change you are making: a new line, a new standard, a new costing model, a crew that needs to come up to speed before launch. Scoped with you, written against your process, and run on your floor during your shifts.
Four steps, in order, every time. The model is deliberately boring — the discipline is in refusing to skip a step. You get a deliverable at each one, and you can stop after any of them.
Find out what is actually happening.
Time on the floor, on your shifts, with your operators. We walk the process, pull the real production data, and interview the people who run it. We also read whatever you already paid for — prior studies, audits, and improvement plans — rather than redoing discovery you have already funded.
What you receive
Commit to one thing that pays.
We size the opportunities, pick the one with the largest effect for the effort, and define what success looks like in numbers before any work starts. Scope, sequence, downtime windows, and the owner inside your plant are all agreed up front.
What you receive
Do the work on the floor, with your team.
We are in the plant, not on a status call. Changes land in phases that production agreed to, with the measurement running so you can see the effect as it happens. Your CI engineer and supervisors work alongside us and learn the method while the work is being done.
What you receive
Hand it over so it holds.
The gain gets protected: documented standards, a routine that reviews the metric, and clear ownership. We check back in after the handover, and we are explicit about what your team needs from us afterward — which is usually very little, by design.
What you receive
CESMII CEO John Dyck described the Magic-Axiom collaboration as “the kind of partnership needed to drive the industry forward,” citing its potential to bring scalable and sustainable innovation to U.S. manufacturing.
CESMII is the U.S. Department of Energy-backed Smart Manufacturing Institute.
Magic Software press release, July 15, 2025.
Michelman
Manual effort taken out of a daily process that touched three systems.
Confidential
One standard, proven at the first site, then repeated plant after plant.
Coca-Cola Sorocaba
Production at a scale where a point of throughput is a real number.
West Coast Reduction
Live for years and still being extended by the people who run it.
Kinetico
Order flow from Salesforce into JD Edwards, handled once instead of twice.
Remtron
A process built to absorb the volume, not just a new front end.
Manufacturers and distributors we work with
Consulting sits inside a group with 15,000+ professionals, 6,000+ customers in 50+ countries, and work in manufacturing going back to 1983 — combined group figures, and the reason a plant-level engagement can draw on real depth when it needs to.
Read the full storiesAnswer the five questions on the right. Your answers point at one of the four outcomes, and that is where a first conversation should start. You can do this on your own and never call us — the questions are useful either way.
Five questions
How late is your production number?
If the answer is measured in shifts or days, start with Data Visibility.
Could you name your constraint and prove it with data?
Name it but cannot prove it: start with Capacity and Throughput.
Is the same loss showing up every week on the same cell?
Chronic, not sporadic: start with Eliminate Waste.
Can you defend a per-part cost in a pricing conversation?
Standard cost plus an overhead rate is not a defense: start with Cost Visibility.
Did your last improvement project survive the consultant leaving?
If not, the sustain step is the part we need to talk about first.
Magic Consulting, Magic Engineering and Magic Integration are divisions of Magic Software Americas, under one P&L, with no subcontracting of any layer. So when a plan needs panels built, a PLC programmed, or ERP and MES connected, the people who do it work here — same project, same accountability.
And to say it plainly: Consulting's independence of recommendation is protected. Our job is to name the right tool for your constraint, which is not necessarily a Magic tool. If the answer is the platform you already own, a third-party product, or no software at all, that is what the assessment will say. A recommendation you cannot trust is worth nothing to you, and it costs us more than the sale.
Build
The physical layer. Control panels, PLC programming, SCADA and HMI, motion, vision, robotics and safety — wired, commissioned and supported on your floor. 1,900+ automation projects and CSIA-certified since 2002.
Explore Magic EngineeringConnect & Enable
Enterprise integration across ERP, CRM, WMS, MES, HR, finance, support, historians and the plant floor — plus the application development and AI engineering built on top of it. 100+ pre-built and certified connectors.
Explore Magic IntegrationThirty minutes, your numbers, no deck. If we are the wrong people for the problem, you will hear that on the call instead of in month three.
