Improve and InnovateCase Study
Improving Production Flow and Output
How a precast concrete manufacturer lifted output by a third in nine months
- Client
- Example Precast Works Ltd (fictional precast concrete manufacturer)
- Prepared by
- Pro Solutors
- Reference
- PS-SAMPLE-002
- Edition
- Sample, October 2026
This is an illustrative sample. The company, project and all figures are fictional and are not real client data or real client results. It shows the structure and standard of our reports.
01
The result at a glance
- +33%
- daily output (18 to 24 elements)
- 9% to 3.5%
- rework rate
- 71% to 92%
- on-time delivery
- About 5 months
- payback on the one-off investment
| Item | Detail |
|---|---|
| Client | Example Precast Works Ltd (fictional precast concrete manufacturer) |
| Our solution | Improve and Innovate |
| Duration | 2 weeks of review, 9 months of phased implementation with the client team |
| Outcome | Output up by a third, rework cut by more than half, on-time delivery from 71% to 92%. |
All results are fictional and illustrative.
02
The challenge
Example Precast Works (about 60 staff, two shifts) had more orders than it could deliver. Demand was rising, but output had been stuck at about 18 elements a day for over a year. The team was working hard and adding overtime, yet deliveries kept slipping. Nobody could say clearly where the time was going.
Stuck output
18 elements a day for 12 months, while orders grew.
Idle formwork
Formwork sat idle for 31% of each shift, waiting for a free curing bed or for clean-down.
Rework
9% of elements needed repair or remake, mostly from missed checks before pouring.
Late visibility
Progress was tracked on paper and a whiteboard, so late deliveries were seen too late.
Overtime
14% of labour hours were overtime, with rising cost and tired crews.
03
Our approach
Review
Walked the plant, interviewed supervisors and operators, and analysed two weeks of shift data.
Find
Listed 12 improvement opportunities across production, quality, planning and equipment.
Prioritise
Ranked each by impact and effort so the client started with what pays back fastest.
Plan
Built a phased roadmap with an owner, a target and a date for every action.
The main opportunities, ranked
| Opportunity | Impact | Effort | Phase |
|---|---|---|---|
| Live digital production board showing the status of every element | High | Low | 1 |
| Pre-pour checklist with photo sign-off at each stage gate | Medium | Low | 1 |
| Standard formwork sets with quick-change fittings | High | Medium | 2 |
| Curing scheduling using temperature sensors to release beds earlier | High | Medium | 2 |
| Reinforcement cage jigs and a pre-assembly cell | Medium | High | 3 |
| Supplier delivery windows aligned to the pour plan | Low | Low | 3 |
04
The roadmap
- Step 1 · Weeks 1 to 6
1. Quick wins
Production board; pre-pour checklist
Goal: Make problems visible; cut rework
- Step 2 · Months 2 to 5
2. Flow
Standard formwork; sensor-based curing
Goal: Remove idle time; free up curing beds
- Step 3 · Months 6 to 9
3. Scale
Cage jigs pilot; supplier windows; review
Goal: Lock in gains and set next targets
05
The evidence and results
| Measure | Before | After | Change |
|---|---|---|---|
| Elements produced per day | 18 | 24 | +33% |
| Rework rate | 9% | 3.5% | -61% |
| On-time delivery | 71% | 92% | +21 points |
| Curing bed utilisation | 58% | 79% | +21 points |
| Overtime share of labour hours | 14% | 6% | -8 points |
Output rose steadily as each phase landed. The biggest steps came after the production board (month 2) and the new curing schedule (months 4 and 5).
| Period | Value |
|---|---|
| Start | 18 |
| M1 | 18 |
| M2 | 19 |
| M3 | 20 |
| M4 | 21 |
| M5 | 22 |
| M6 | 23 |
| M7 | 23 |
| M8 | 24 |
| M9 | 24 |
06
Value delivered (illustrative)
| Annual benefit | USD thousands |
|---|---|
| Lower rework cost | 95 |
| Lower overtime | 70 |
| Margin on extra output | 190 |
| Fewer late-delivery penalties | 55 |
| Total annual benefit | 410 |
| One-off investment | 165 |
Payback
07
What made it work
Start with visibility.
The cheapest change, a live production board, exposed the real delays within days.
Rank before you spend.
Quick, low-effort wins paid for the bigger changes that followed.
Use the client team.
Supervisors owned each action, so the changes stayed after we left.
Measure the same things throughout.
Five measures were tracked every week against the starting figures.
08
What comes next
- Extend sensor-based curing to the second production line.
- Review the six opportunities held back, starting with the highest impact.
- Set new targets: 26 elements a day and rework below 3%.
- Consider the Align Your Technical Data solution to connect drawings, bar schedules and production records.
Assumptions and limits
- Example Precast Works Ltd is fictional. All data, results and costs are illustrative.
- A real case study would use the client data and be published only with their written permission.
- Results depend on the client starting point, team and market, and are never guaranteed.
This is an illustrative sample. The company, project and all figures are fictional and are not real client data or real client results. It shows the structure and standard of our reports.
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Innovation Roadmap Sprint
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