We typically lift throughput and yield by 10-15%+ on the lines we touch — usually before a single piece of new equipment is ordered. The constraint is not always where the spreadsheet says it is, and most lines cannot run to their own nameplate for reasons that have nothing to do with the machine.
10-15%+
Typical throughput and yield gains
8-12 weeks
To a measurable lift on the line
4-8 weeks
Fixed-scope entry on a single line
Capacity work pays when demand is real and the building is not keeping up. If two or more of these describe your plant, there is almost certainly output sitting in the asset you already own.
01
You need more units off existing assets before the next budget cycle. Buying your way out is not on the table, and an 18-month equipment lead time would not help anyway.
02
Short-duration stoppages, alarm noise, manual resets. None of it shows up in a monthly report, and together it is costing you a shift a week.
03
Some weeks you ship clean. Some weeks scrap is up four points. The data exists somewhere, but nobody can tell you what changed.
04
Recovery has crowded out prevention. Your best people are the ones putting out fires, which means they are not the ones eliminating them.
Every item below is something you can see on the floor or read off the board. Nothing on this list is a document.
A sustained gain on the targeted lines, measured against an honest baseline rather than a cherry-picked week.
Visible, measured, and held. We do not ship a one-off pop and call it done.
You will know, with data instead of opinions, what is limiting output today and what becomes the constraint once this one is gone.
Standard work, daily-management routines, and visibility that close the gap between A shift and the back shift.
What worked on the first line gets packaged for the next four. The improvement is a method, not a hero project.
If we hit the ceiling of the existing assets, we will say so, and tell you plainly when the next capital spend is justified and why.
Where the capacity usually hides
We pick what fits the constraint and the timeline you have. Underneath all four is the same engagement model — assess, target, execute, sustain — so the method does not change when the route does.
Strategy & Operations
When the question is which initiative first, with what budget, and for what measurable return. We turn operational ambition into a sequenced, fundable plan that survives contact with the shop floor.
Digital Integration
OT and IT integration, MES, historians, and the connective tissue that turns shop-floor signals into decisions on the floor and numbers in the boardroom.
Rapid Impact
A focused, measurable win on one real line before anyone signs up for a multi-year program. Narrow scope, fixed timeline, an outcome you can see from the floor.
Lifecycle
Adoption, training, and sustainment so the platform you funded keeps shipping value. Most manufacturing software dies of neglect, not bad design.
Bandit Industries makes heavy equipment. The constraint was the assembly flow, not the market and not the machines.
Case · Bandit Industries
“I have never seen a company move so quickly before on changing the organization, lining up participants, and getting buy-in.”
The team measured the real flow — station balance, parts travel, and the gap between the schedule and what the floor actually did — then rebuilt the sequence with the operators who run it. Output went up on the same footprint.
Magic Consulting sits inside a group with 15,000+ professionals and 6,000+ customers in 50+ countries — combined group figures, and the reason a single-line engagement can draw on real depth when it needs to.
Most engagements show a measurable lift inside 8 to 12 weeks on the targeted line. Faster is possible when the constraint is mostly informational — visibility, standard work, scheduling. Slower when the constraint is structural, such as layout, equipment, or a control system that has to be rebuilt first.
No. A common entry point is a rapid-impact engagement on a single line: four to eight weeks, fixed scope, fixed fee. If it works, scaling is an option you take, not a contractual obligation you already signed.
We hear this often. Most Lean rollouts that failed did not fail at the tools — they failed at adoption and at the operating routine underneath. We rebuild around how the line actually runs, with the operators in the room, and leave a named owner and a review cadence behind.
Step one is usually instrumentation: closing the gaps in baseline data so the before-and-after is defensible. We will not claim a win against a baseline you cannot trust, because that is how improvement programs lose credibility.
Sometimes. Often the gain comes from using what is already on the floor more deliberately. When new tooling is the right answer we will say so, and tie the spend to a specific metric rather than a category. The right tool is not necessarily a Magic tool.
Most engagements touch two of these. If you are not sure which one you are looking at, the readiness questions on the Consulting page will point you.
Data Visibility
If you cannot see the micro-stops, you cannot rank them. Sub-second visibility is often the first move in a capacity engagement.
Read the pageEliminate Waste
When the capacity is being lost to the same twenty minutes on the same cell every shift, this is the sharper tool.
Read the pageProcess Design
When the line is balanced and still capped, the constraint is the flow itself — layout, sequence, and the control layer under it.
Read the pageThirty minutes, working session, your numbers. We will walk you through how we would attack it — or tell you straight if we are the wrong people for the problem.
