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Beverage Case Study

Client Profile

High-volume beverage bottler.


  • Management Operating System
  • Leader Training & Development
  • Short Interval Controls
  • Root Cause Analysis
  • Shop Floor Situational Coaching
  • Visual Management
  • Centerlining
  • Speed Accumulation Lost Time (SALT)


  • Daily Directional Setting Meetings (DDS) did not drive actions; they only reported the previous day’s results.
  • Actions to address performance gaps were not well-defined or followed up on.
  • Root cause analysis was not conducted effectively for the top sources of loss.
  • Inexperienced supervisors managed their departments inconsistently across shifts.
  • There was a lack of operational and maintenance leadership presence on the shop floor.
  • Frequent microstops occurred across multiple assets on the filling/packaging line.
  • Difficulties in executing packaging changeovers due to a lack of accurate set points on equipment.
  • Machine speeds were adjusted based on operator preferences, not on established optimal settings.


  • Coached effective meeting behaviors.
  • Introduced Key Performance Indicators (KPIs) and their use in driving actions to address poor performance.
  • Introduced and coached effective use of a formal Action Log.
  • Designed and coached Leader Standard Work (LSW) for supervisors.
  • Coached and audited the effective use of tools and behaviors.
  • Introduced Visual Management tools.
  • Performed deep cleaning of equipment.
  • Restored equipment to technical baseline.
  • Established clearly visible set points.
  • Used the Action Log process to drive improvements in Speed Accumulation Lost Time (SALT).
  • Installed tools to ensure the sustainability of equipment centerline condition.


  • DDS meetings now focus on performance gaps and generate actionable steps to address these gaps.
  • KPIs cascade from the shop floor hourly results up to the site’s Profit & Loss (P&L).
  • Supervisors manage consistently across shifts, utilizing LSW to ensure active supervision daily.
  • Hour-by-hour visual boards track performance, changeover times, and GMP/housekeeping compliance.
  • Reduced the average changeover time from over 40 minutes to under 25 minutes per changeover.
  • Practically eliminated microstops due to turned cases of finished product (the top source of loss at the beginning of the project).
  • Achieved a sustained 31% improvement in utilization for the target line (4-week rolling average).
  • The variation in weekly equipment utilization was significantly reduced, improving overall uptime.
  • Equipment Utilization increased from a baseline of 54% to a sustained 71%, as measured by a 4-week rolling average.
  • Two months after the engagement, a record utilization of 90% was reached.