Case studies

Three client engagements, plus the business Philip built himself. In every one, on-time delivery reached 94% or higher. Figures are approximate.

Thermal management products and electronics components

Scaling a thermal management manufacturer to meet rapid growth

The challenge

Demand was growing faster than the factory could keep up. Production bottlenecks and inconsistent workflows were stretching lead times, and without more capacity, delivery performance, costs and customer satisfaction were all at risk.

What we did

We mapped the end-to-end manufacturing process to find the real production constraints, then introduced clearer production planning, operational KPIs and Six Sigma-based process improvement. We aligned sales forecasts, purchasing and manufacturing capacity so the factory could scale predictably instead of reactively.

Industrial products and engineered components

Breaking through bottlenecks at an engineered components manufacturer

The challenge

Recurring bottlenecks, excess work-in-progress and heavy reliance on overtime were holding the operation back. The business kept adding labour, but throughput wasn’t improving to match.

What we did

Using process mapping and Six Sigma tools, we pinpointed where time, capacity and labour were being lost, and separated root causes from symptoms. We redesigned the workflow around the main constraint and introduced daily production KPIs to sharpen accountability and decision-making.

Electronics and outsourced manufacturing, UK and Asia

Bringing reliability to a UK/Asia electronics supply chain

The challenge

The business depended on manufacturing and supply partners across the UK and Asia. Lead times were inconsistent, supplier performance varied widely, and procurement, manufacturing and customer demand weren’t visible to one another.

What we did

We introduced supplier scorecards that systematically reviewed partners on delivery, quality and responsiveness. We also improved forecasting and production planning and built better communication between commercial, procurement and manufacturing teams.

Technology products and international manufacturing. Founded and led by Philip Blazdell

Building a technology manufacturer from early stage to US$12m+

The challenge

As founder, Philip took the business from early stage to rapid growth. As it scaled, operations had to keep pace: processes that depended on individuals, and increasingly reactive management, threatened production, forecasting and customer delivery.

What we did

Philip built a scalable operating model with clear responsibilities, regular management rhythms, production KPIs, forecasting, capacity planning and cross-functional accountability, with particular focus on the handoffs between sales, engineering, procurement and operations. It’s the same discipline Blazdell now brings to clients, tested first on a business he owned.

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