Fixed-price package · Efficiency Day
Your line runs below target. We find out in one day why.
One working day from eight to five, an experienced project manager on one line in your production – and after 48 hours at least three concrete proposals, prioritised and separated into what can be done immediately and what needs investment.
Request the Efficiency Day →Or call directly: +49 176 7620 4499
Fixed price 1.900 € · 08:00–17:00 · results after 48 hours
The problem
The output is missing. But where exactly?
The line should run 120 cycles and runs 95. Everyone in the plant has a theory, every department a different one – and nobody has the time to do nothing but watch for a whole day.
No reliable figuresOEE is not recorded consistently or is calculated differently. That way you can neither narrow down a problem nor prove a success.
Short stops slip through the netThe fault that lasts two minutes and occurs twenty times per shift appears in no statistic – but costs more than the one big breakdown a month.
The loudest machine gets optimisedNot the one that actually sets the pace. Afterwards one station runs faster and the line just as slowly as before.
Operational blindnessWhoever walks past it every day no longer sees the manual steps that have been done there for years because it “has always been that way”.
What happens when nobody looks for a day
The line stays below targetEvery shift, the difference between target and actual is missing – day after day, without anyone booking it as downtime.
Optimisation by gut feelingThe loudest machine gets the attention, the real bottleneck doesn’t. Afterwards one station runs faster, the line doesn’t.
The investment request replaces the analysisNew equipment instead of the cause – although it would often have been a setting, a sequence or a responsibility.
The first step doesn’t need an investment request: one day of watching, measuring, listening.
Request the Efficiency Day →The turning point
This is what it looks like when the bottleneck is named
What you hold in your hands 48 hours after the plant day:
Before
With the package
Theories from every department
A measured bottleneck – separated into technical availability, performance rate and quality rate.
Measures without order
At least three proposals, A-B-C prioritised. What you start with on Monday is settled.
Everything ends up in investment planning
In-house discussion without evidence
A written evaluation you can present internally – including the uncomfortable points.
The scope of delivery
What you get
01
One day on one lineEight to five in ongoing operation, not in the meeting room. Deliberately one line and not the whole plant – only that way is there time to really look. And we are there at eight, not at half past ten.02
At least three proposalsConcrete measures, no platitudes. Each with expected effect, effort and the prerequisites that have to be met.03
A-B-C prioritisationWhat can be done immediately, what has to be prepared, what is a project in its own right. So you can start on Monday instead of sorting first.With you after 48 hoursTwo working days after the plant day, the written evaluation is on your desk.
Wrap-up round on the same dayBefore we leave, you hear the most important observations directly – including the uncomfortable ones.
One fixed priceNo daily-rate discussion, no extra billing. You know beforehand what it costs.
You keep everythingThe evaluation belongs to you. Whether you carry on with us is your decision afterwards.
Request the Efficiency Day →Fixed price €1,900 · reply within one working day
The day
How such a plant day runs
No rigid programme – but this is what it usually looks like:
08:00
Kick-off and safety briefingA short round with your contact person: what is the question, what has already been tried, what is off limits.
08:30
Walk along the material flowFrom product infeed to the pallet. We first look for the bottleneck – the station that sets the pace. Optimisation later happens there and nowhere else.
09:30
Measuring and observing in ongoing operationThe longest block of the day. Counting cycles, recording conveyor and machine speeds and comparing them with target values, logging stoppages, watching set-ups and changeovers, observing manual steps. In parallel we evaluate what your MES or production data acquisition provides. What isn’t running you only see when standing next to it – and what runs too slowly only when you measure.
12:00
Talks with the people at the lineShift leaders, operators, maintenance. They almost always know what the problem is – they are just rarely asked.
13:30
15:00
Second observation round, targetedNow with a concrete suspicion, often in a different shift or during a changeover.
16:00
Wrap-up roundFirst findings openly and directly on the table, with everyone who was there. Objection is welcome – it makes the evaluation better.
The result
Three categories so you can act immediately
A
Immediately actionableWithout investment, without a project, often within a few days. Mostly settings, procedures, sequences, responsibilities.B
Preparation neededRequires coordination, material or a planned downtime – but no investment request.C
Project in its own rightConversion, replacement or extension. With a first estimate of the order of magnitude so you can bring it into investment planning.In addition, every measure is labelled as OpEx or CAPEX. That sounds like a formality, but it decides who in your organisation has to approve it at all – and thus how quickly something happens.
Not every solution is technical
Part of what costs output is not in the machine. That’s why we also look at how work is done at the line – and the measures that come out of it are often among the cheapest with the fastest effect:
The language on the operator panelAnyone not operating in their mother tongue reads more slowly, hesitates at fault messages and, in doubt, acknowledges them away instead of checking. If your HMI is also available in Polish, Romanian or Turkish, that’s usually a setting – and works for you from the next day.
Retraining in the right placeIf the same mistakes keep happening at one station, it is rarely a lack of skill and mostly because nobody ever explained it completely. Targeted instruction is cheaper than any component.
Responsibility for minor faultsWho may fix what themselves without waiting for maintenance? This one definition often decides several percentage points of availability.
Shift hand-over and order sequenceWhat isn’t handed over gets searched for twice. And a different order sequence sometimes saves a complete changeover per shift.
The process
Who does what
You
- Make sure the line is producing on that day. A plant day at a standing line achieves nothing – that is the only hard prerequisite
- Provide a contact person from production or maintenance who accompanies the day
- Give us access to existing data: MES or production data evaluations, fault lists, piece counts, shift logs, OEE data if available
- Tell us the line’s target values – cycle rates and conveyor speeds we can measure against
- Clarify in advance whether we may take photos or film
- Send us your non-disclosure agreement, if you use one – we sign it before the date
Together
- We define the question at the start – which line, which goal
- We talk with the people at the line
- Wrap-up round in the late afternoon with the first findings
POWERJO
- Is on site at eight and plans the journey accordingly
- Signs your non-disclosure agreement in advance on request
- Observes, measures and documents in ongoing operation
- Determines the bottleneck first and separates technical availability, performance rate and quality rate in the assessment – a single OEE figure hides exactly what matters
- Delivers the evaluation after 48 hours
Request a plant day →Only prerequisite: the line is producing on that day
Frankly speaking
When it pays off – and when it doesn’t
A fit
- One line stays permanently below its rated output and nobody knows exactly why
- You suspect potential but need something solid for the in-house discussion
- Set-ups and changeovers take longer than they should
- You have become operationally blind yourself. Anyone who has walked past the same line for years no longer sees the detours taken there every day – that’s not a weakness, it’s normal
- You want to know before an investment decision whether it can be done without one
Not a fit
- The line is at a standstill or won’t be producing on that day
- You are looking for an expert opinion for an ongoing dispute with a supplier
- You expect implementation. The Efficiency Day finds and prioritises – we can implement afterwards, that’s a separate matter
- A whole plant. The Efficiency Day applies to one line. Several lines or a complete site are possible but need more time and therefore a separate quotation
Who comes
Joachim Quantz
I have looked after capital projects up to the tens of millions – for mid-sized businesses as well as international groups. I have planned, commissioned and accepted lines, and I have seen enough equipment that worked on paper and didn’t in the hall.
That’s why on that day I stand in production and not in the meeting room. The answer is rarely in the numbers – it usually stands next to them, waiting for someone to look.
Depending on the question, I bring a colleague from the POWERJO network, for example from process engineering or automation. That doesn’t change the price.
The price
One fixed price, no daily-rate discussion
1.900 €
For the complete plant day including travel and the written evaluation after 48 hours. The fixed price applies within 300 kilometres of Monheim am Rhein; beyond that a hotel night is added. Plus VAT.
Request a date →Enquiry
Tell us briefly where it’s stuck
You’ll get a reply within one working day. If an Efficiency Day isn’t the right format, we’ll tell you that too.
Prefer to call? +49 176 7620 4499
Frequently asked questions
- Does the line really have to be running?
- Yes. That is the only condition we make no exception to. At a standing line we see nothing you couldn’t see yourself.
- What if we have no OEE data at all?
- No obstacle. We measure ourselves on that day. The evaluation then additionally states which few key figures you should record in future so that you can see progress at all.
- Do you also come to the night shift?
- If the problem occurs there, yes – then we shift the times accordingly. Just say so beforehand.
- And if you find nothing?
- That hasn’t happened so far. Should it happen, you get it in writing – including the reasoning why, in our view, your line is running at its limit. That too is a usable answer.
- Do we need a non-disclosure agreement?
- If you use one: gladly, send it to us before the date and we’ll sign it. If you don’t have one, we’ll provide one. On a plant day we see your equipment, your figures and your processes – that this stays in-house shouldn’t have to be discussed only once we’re standing in the hall.
- Does this apply to our whole plant?
- No, the fixed price applies to one line. That is deliberate: anyone who walks through a whole plant in one day comes back with impressions, not with solid proposals. For several lines or a complete site we make you a separate quotation.
- Can you also implement the measures?
- Yes, but that is a separate matter. POWERJO provides project managers, process engineers and design engineers on demand. Whether you want that is your decision after the evaluation.
Fixed price €1,900Enquire now →