Plan
Turn priorities into a clear operating plan.
Set output targets from true capacity and the real constraint, not last year’s number.
USC Consulting Group / Throughput & Productivity
More output from the operation you already have.
We install planning, short-interval control, and daily accountability so your existing assets and people produce to their real capacity.
The management operating system
How the eight disciplines apply to throughput & productivity.
Every improvement runs through the same connected cycle. Here is what each discipline looks like in this part of the operation.
Schedule
Make the plan workable day to day.
Sequence work around the constraint so it never waits on people, parts, or changeovers.
Assign
Make ownership clear.
Give each shift and area a clear owner for hitting plan.
Execute
Understand how work actually gets done.
Check performance against plan through the shift, where losses actually happen.
Follow Up
Keep commitments visible.
Carry missed hours and open actions into the next shift handover.
Report
Give people a useful view of performance.
Show attainment and loss reasons in a form supervisors use every day.
Analyze
Use evidence to understand what is driving results.
Separate the few losses that drive most of the gap from the noise.
Improve
Turn what the team learns into better ways of working.
Turn recovered capacity into a new, higher plan the team can run.
How we work
Built with your team, not about it.
Understand before recommending
Work from facts, live examples, and operational evidence
Involve the people who own the process
Build with the client, not about the client
Lead with curiosity, not diagnosis
Treat the review as learning, not auditing
01 / Throughput & Productivity
More output from the operation you already have.
We install planning, short-interval control, and daily accountability so your existing assets and people produce to their real capacity.
- The challenge
- The operation is running but not producing what it should. Shifts miss plan, losses go unexplained, and the default answer is more capital or more labor.
- What USC does
- We map the true constraint, then build the management operating system around it: capacity-based plans, hour-by-hour performance checks, and shift handovers that carry actions forward.
- What changes
- Attainment to plan rises, losses are visible within the shift, and supervisors own the routines that keep output improving.
How we measure progress:
- Attainment to plan
- Output per labor hour
- Overall equipment effectiveness