When performance slips, finds the cause and fixes it.
Late deliveries, rising rejects and plans that no longer hold cost margin and customer confidence every week they run. We find the cause in your own data, fix it with your team and leave the measures in place. Defence, aerospace, regulated medical devices, precision manufacturing, FMCG (food and drink) and industrial distribution.
Taking on new work now.
Shane O'Regan CQP MCQI FCILT
Principal Consultant
Defence · Aerospace · Regulated medical devices · Precision manufacturing · FMCG (food and drink) · Industrial distribution
Five problems, and what each costs while it runs.
Delivery and customer recovery
Late deliveries, backorders, a key customer at risk. Every week it runs costs expediting now and puts the next order at risk.
Production performance and capacity
Not enough output from the people and kit you have. Another shift or another machine adds cost before it adds output.
Quality and audit readiness
Rejects, quality escapes, audit findings, ISO and MHRA readiness. An open finding can become a customer’s reason to dual-source.
Supply chain planning and resilience
Long lead times, stock in the wrong place, plans that don’t hold. Cash sits in the wrong stock while the right orders wait.
Improvement capability that pays back
Improvement efforts that stall. Lean training and coaching tied to savings, so the programme is judged on what it returns.
Across all five, we build the reports and tools your team keeps.
The eight domains behind this work →The figure on the board is rarely the one costing you money.
Delivery
On-time in-full is often measured against the date you promised, not the date the customer asked for. The board sees a good number while the customer sees late orders.
Quality
A reject rate that has sat at the same level for a year stops looking like a problem. It gets budgeted for instead of fixed.
Capacity
Most lead time is lost in queues between operations, not at the machines. Adding a shift adds cost and moves little.
Each of these is cheaper to check than to fix. The diagnostic checks them in your data first.
Read the insights →Diagnose. Stabilise. Improve. Sustain.
The first conversation is free. Diagnose is a short, paid, fixed-price first phase that ends with a readout and a stop or go decision. Nothing further is committed until then.
Diagnose
Find where performance is breaking, and why.
Into the real data in week one: transactions, stock, service, margin, downtime. No workshops before the facts.
Stabilise
Control the immediate operational and commercial risk.
Recovery governance and cadence, escalation routes and weekly performance forums. Root cause established with evidence and a number attached, so the size of the prize is agreed before the larger spend is committed.
Improve
Remove the root causes and redesign the process.
DMAIC on the biggest causes with the people who own the process, delivered in weeks rather than quarters.
Sustain
Put the measures, governance and capability in place to prevent regression.
Control plan, dashboard, cadence and trained people stay behind, so the saving should hold after the engagement ends.
Measured, attributed and stated with its limits.
38 documented engagements since 2007. Every figure comes from work Shane O’Regan delivered in industry, measured against an agreed baseline. Read the standard of proof before you read the numbers.
£17m+
Annual revenue retained, one key account
86% → 97%
On-time in-full, one key account, 40 sites
£1m → £40k
Backorder value, one recovery
32% → 0%
Reject rate on a production line
£6m+
Cost saving delivered
47%
Manufacturing cycle-time reduction
What managers, colleagues and team members said.
Recommendations given on LinkedIn about Shane’s employed roles before TransFormX. Quoted as written, with the writer’s relationship to Shane and the year.
“Shane is well versed in the application of lean six sigma principles as well as leading multi disciplinary teams in the engineering sector.”
“Shane was a highly valued member of the team, and brought many skills, of which his knowledge and passion for continuous process improvement was at the forefront.”
“Shane is meticulous with his work and well liked by his colleagues. I could depend on him to manage his projects without requiring much oversight or direction.”
“During my time working with Shane I found him to be a proactive and highly motivated individual. These qualities translated into the quality of the work that he produced and the relationships that he forged within the business.”
“Shane was an integral part of our team. His approach and dedication to problem solving was invaluable.”
Senior enough for the boardroom. Practical enough for the operation.
Depth
Since 2007, across defence, aerospace, regulated medical devices, precision manufacturing, FMCG (food and drink) and industrial distribution, so the first weeks go on your problem rather than on learning your sector. Lean Six Sigma Master Black Belt.
Delivery
The person who diagnoses the problem fixes it with your team. Nothing is lost in a handover, and you always know who is accountable.
Breadth
Operations, supply chain, quality and customers treated as one problem, so a fix in one area does not move the cost to another.
Measured on outcomes, not on consultancy activity.
Questions to ask about your own operation.
Your OTIF figure is probably flattering you
Most on-time in-full figures measure the promise, not the request. Before anyone works on the performance, it is worth checking what the number is actually counting.
3 min read · Read the article → 32% → 0%When a 32% reject rate becomes how the process runs
A sudden spike in rejects gets attention. A reject rate that has sat at the same level for a year usually does not, because it has stopped looking like a problem.
3 min read · Read the article → −47%Most of your lead time is spent waiting, not making
When orders run late, the instinct is to add capacity: another shift, another machine, more people. In most factories the time is not being lost at the machines.
3 min read · Read the article →Tell us where performance is breaking.
Thirty minutes, free and confidential, with no obligation either way. Bring the problem as your team describes it. If there is a case for a diagnostic, you leave the call knowing its scope and the date of the next conversation.
No pitch and no deck. If it is not something I should take on, I will say so on the call and tell you who should.
Not ready to talk? Run the two-minute diagnostic →
Download the Capability & Impact Profile PDF, for forwarding internally