Proof of work, not a pitch.
Two engagements selected from our portfolio. Real facilities, real numbers, real outcomes. Client names withheld pending permission to publish — placeholders are clearly marked.
Steel fabrication: a 95,000 sq ft facility, re-engineered.
A steel fabrication operation needed more than incremental improvement — the facility layout, maintenance program, and work management systems all required a ground-up rebuild. We led the full re-engineering effort: facility redesign, preventive maintenance (PM) and reliability-centered maintenance (RCM) program launch, and the operating cadence that keeps both working.
Client name: {{CS1_CLIENT}} — withheld pending publication permission.
Eight workstreams. One operating layer.
The engagement ran in eight parallel workstreams, all tied to measurable KPIs and a single operating cadence:
- 01. Re-engineered a 95,000 sq ft facility — layout, flow, and material handling.
- 02. Launched preventive maintenance (PM) and reliability-centered maintenance (RCM) programs from scratch.
- 03. Identified low-reliability / high-failure-rate equipment via RCM analysis.
- 04. Set maintenance labor capacities and weekly operations asset targets.
- 05. Established backlog targets, PM schedules, and work history reporting.
- 06. Instrumented schedule compliance tracking.
- 07. Ran failure analysis and reliability reviews on a weekly cadence.
- 08. Rebuilt the daily management cadence from Tier 1 to Tier 4.
Measured, not estimated.
Every number below was measured against a locked baseline, not estimated.
Heavy O&G maintenance productivity: $400M+ cost avoidance.
A heavy oil & gas operator was facing rising customer expectations that the existing equipment fleet could not meet at the current productivity level. The default response was a very large capital program to procure additional heavy equipment. We led maintenance productivity improvements that raised the output of the existing fleet enough to meet the new demand — eliminating the need for the additional purchases. The result: cost avoidance on the planned acquisition of additional heavy equipment that exceeded $400,000,000.
Client name: {{CS2_CLIENT}} — withheld pending publication permission.
More output from the same fleet.
Rather than adding equipment to meet increased customer expectations, we attacked the productivity problem at the root — reliability, planning, and scheduling discipline across the existing fleet. Every additional unit of output we unlocked from current assets was one fewer unit the capital program needed to buy. The incremental throughput met the new demand target without a single line item of additional equipment.
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