Operations consulting for manufacturers and packers

We move units per shift, and we publish the before and after

Tork works on the floor of food plants, packing houses and light manufacturers. Two weeks of measurement, a written finding, and a number you can check against your own shift reports. No day rate, no deck, and no engagement that quietly becomes permanent.

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Work we take

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Engagement	What it covers	Price
Two-week line diagnostic	Three shifts of observation, one line instrumented, two tested changes and a printed written finding. The engagement almost...	USD 14500.00
Changeover reduction	Six weeks on one product family. Median result across eleven engagements is a changeover cut from fifty-two minutes...	USD 22000.00
Shift handover rebuild	Three weeks. The cheapest engagement we sell and, four times out of twenty-three, the one that found the...	USD 9800.00
Layout and material flow	Eight weeks, including a physical trial before anything is bolted down. We will tell you when the answer...	USD 31000.00
Ninety-day verification	We come back, measure the same line the same way, and publish whether the change held. About one...	USD 4200.00
Operator training, on the line	Two weeks, on shift, with your own people and your own machines. Never in a classroom and never...	USD 6500.00

What the two weeks look like

1

Days 1–3: we stand on the floor

Three shifts, including the night one, watching rather than interviewing. Almost every plant we have worked in has a constraint the management team names incorrectly, and standing there for three days is the only way we have found to see it.
2

Days 4–7: we measure one line

One line, instrumented properly: cycle times, changeover, micro-stops and the actual reason each stop happened rather than the code somebody pressed. This is the part clients underestimate and it is why the engagement is two weeks and not two days.
3

Days 8–10: we test two changes

Small, reversible, and run on a real shift with your own operators. If a change does not survive a shift it does not go in the report, which is why our reports are short.
4

Days 11–14: the written finding

Ten to fifteen pages: what the constraint is, the two changes that worked with their measured effect, what we tried that failed, and what it would cost to do the next thing. It goes on the wall, not in a drive.

The constraint is rarely where you think

In nineteen of twenty-three plants, management named the wrong bottleneck

Not because the managers were bad. Because the bottleneck moves, and the reporting they have is built around the machine that cost the most money.

We have run the two-week diagnostic in twenty-three plants. In nineteen of them, the line the management team identified as the constraint was not the constraint that week. Six times it was changeover rather than run rate. Four times it was the shift handover. Twice it was a single pallet position that forced a forklift to reverse across a walkway. None of those are visible from a dashboard and all of them are visible from three days of standing still on the floor, which is the cheapest instrument we own.

The practice

Plants diagnosed: 23
Where the named bottleneck was wrong: 19
Median throughput change at 90 days: +11%
Length of a diagnostic: 2 weeks

What clients say

4.75 out of 5 · 8 reviews

They found the handover, not the filler we had budgeted to replace.

· 5/5

Two weeks, fixed fee, fifteen printed pages. Previous firm took nine months.

· 5/5

The ninety-day check found half our changes had been undone. They said so.

· 5/5

Booked eight weeks out. They told us the real date and kept it.

· 4/5

No vendor commissions. They named a machine and then walked away from it.

· 5/5

Three shifts on the floor including nights. Nobody else offered that.

· 5/5

One engagement produced nothing measurable. They refunded part of it.

· 4/5

Changeover from fifty-two minutes to twenty-nine on our line.

· 5/5

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What plant managers ask

What it costs, what we need from your team, what happens to the report, and what we will not take on.

What does the diagnostic cost?

Fourteen thousand five hundred, fixed, including travel within Jamaica. There is no day rate, no expenses line and no scope change without a new fixed fee agreed in writing first.

What do you need from our team?

Access to three shifts including a night one, your existing shift reports however bad they are, and one operator per shift who is allowed to tell us the truth. That last one matters more than the data.

Will you sell us equipment?

No. We take no commission from any vendor and we do not resell software. When the answer is a machine we will say which one and then have nothing further to do with the purchase.

What happens to the report?

It is yours, printed, ten to fifteen pages, and we encourage you to put it on the plant wall. We publish an anonymised version of what we found in the findings log unless you ask us not to, and about a third of clients ask.

Does the improvement hold?

We sell a ninety-day verification at nearly no margin precisely because the honest answer is that about one in six does not. When it has not held we say so in writing and tell you why, which is usually that a supervisor changed and nobody re-trained.

What will you not take on?

Maintenance and reliability work, which is a different trade, and anything that is really a people problem dressed as an operations one. Roughly one enquiry in five gets sent elsewhere, with a name.

How far ahead are you booked?

Usually six to eight weeks. We will tell you the real date rather than holding a provisional slot, because a plant that plans around a date we cannot keep is worse off than one that knows.

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Two weeks, one fee

Tell us the line and the number you are trying to move

If a two-week diagnostic is not the right instrument we will say so in the first call. About one enquiry in five is a maintenance problem rather than an operations one and we send those elsewhere.

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