MAGOS Consulting
Capability statement
Management Operating Systems
Business consulting for small, medium and large businesses
MAGOS Consulting is a business consulting firm. We specialize in installing Management Operating Systems: the daily and weekly routines, meetings, owners and measures that run the work across operations, maintenance, inventory and cash. We use AI to custom build the tooling for each client, on your own data, and your savings are tracked on the ledger and validated by your finance team.
$1,163,012
of tracked absorption savings in the first 28 weeks of a 39 week program, against an $848,078 plan.
Validated weekly by client finance
89.0 to 45.5
minutes to change a die at an automotive stamping plant, across 66 changeovers timed on the floor in a 7 week program.
As reported by the principal
140+
browser tools and reports built for clients, shipped with 50 plus user guides.
Built by our principals. The client keeps them
Section 01
The system
It is the set of routines, meetings, owners and measures that run your business day to day and week to week. When it is installed, every shift knows the plan, every number has a name beside it, every gap has an action with a due date, and the result shows up on the ledger.
The ledger
Savings are tracked weekly against a baseline, line by line of expense, and validated by your own finance people. We report what finance signs, not what we modeled. The routines, the owners and the measures that produce those savings are the six practices in Section 02.
Section 02
What we do
We do not hand over a binder. We write the system with your managers, run it beside them, coach them through it, and leave when they can run it unaided.
01
Roles and responsibilities written as behaviors, Leader Standard Work, tiered meetings, shift huddles and handoffs, gemba walks and short interval control tours, a plant wide action register, and a weekly review on plan, actual, variance and action.
02
Cell manufacturing and model cells, changeover and setup reduction with observation and standard work, line balance, scheduling and adherence, sanitation and startup discipline, root cause analysis, and lost time and waste work on the floor where it happens.
03
The CMMS made the system of record with an asset register, a preventive program built from real completion history and work request portals on the machines. Planning and scheduling meetings, reliability and downtime reviews with a Pareto, technician skills ladders and a downtime value model.
04
Cash conversion cycle programs with days sales outstanding, days inventory on hand and days payable baselined and dollarized. Terms negotiation briefs, a collections cadence, inventory disposition and excess and obsolete burndown, and a 12 week cash flow forecast.
05
A weekly savings file your finance team validates against the baseline by expense line, general ledger mapped budgeting, a finance operations hub, and value reported in separate layers so nothing is counted twice.
06
We use AI to custom build each client's browser tools, dashboards and data pipelines around your own exports, your systems and your meetings, under a written data handling brief. The tools run in your browser on your network, nothing is uploaded, and you keep them.
Section 03
Case studies
Client names are withheld. Each company appears by its industry, its size and the shape of the engagement, and every figure carries a label saying how it was confirmed.
Where most engagements start
Two to three weeks, on site
We spend two to three weeks in your business and leave you a findings brief that says what your numbers mean and what to do first. Some clients stop there and act on the brief themselves. The brief is yours either way, and so is the first tool we build while we are in it.
One of the cases below is a discovery that stopped exactly there, at a snack manufacturer. Ask us what a discovery covers for a business your size.
Plastics and thermoforming
39 week program, 2026
A heavy gauge thermoforming manufacturer, about $51M revenue, 13 forming cells.
Nobody could say where the week's work stood. Dispatch was worked by hand, handoffs between shifts were verbal only, and maintenance arrived by radio, sticky note or walk up, with the preventive schedule living in one technician's calendar. Finance was no easier: vendors paid early, the largest customer paying at 71 days, an invoicing lag of two days or more, and the budget held in static spreadsheets.
Discovery measured the plant against a Management Operating System, meaning the routines, meetings, owners and measures that run the work day to day and week to week. It found that 27% of production elements did not exist and 60% needed upgrade, and that 79% of maintenance elements did not exist at all. Time studies put leads at 10% supervising and 30% idle, and mechanics at 0% planned wrench time and 64% reactive, with capacity utilization at 70 to 71%. The ledger baseline found $11.57M of working capital tied up, $6.23M of it recoverable, and the leadership survey found 46% of leaders disagreed on both the goals and the strategies of their own business.
All three principals worked the engagement. The operating rhythm went in first: roles and responsibilities written as behaviors, shift huddles with hour by hour boards across 13 cells and 3 shifts, structured handoffs, a plant wide action register, and a Thursday review run on plan, actual, variance and action. Behind the rhythm sat tools the team runs itself, among them a scheduling and adherence tool fed by the daily dispatch, a changeover hub covering 14 cells by 4 changeover types, a maintenance system taken from almost nothing to the system of record with 487 assets and 179 preventive records, and a finance hub carrying a 12 week cash flow forecast. Eight leadership workshops each closed with an assignment on the floor.
$1,163,012
Tracked absorption savings cumulative through week 28, against an $848,078 plan, checked weekly with the client's finance team against baseline by expense line.
143.6 to 95.7 days
The cash conversion cycle, 47.9 days removed. The days between paying for material and collecting the money from the customer.
about $2.0M
Cash released from working capital one time, with a further $2.75M planned as inventory moves from $8.25M to $5.50M, not yet released.
15,012 to 20,546
Units a week, up 37% on the forming cells the plant already owned, with the extruder excluded.
about $2.52M a year
Recurring value of the installed systems, modeled rather than banked, rising to about $3.30M a year with a 15% downtime reduction. Reported on its own.
Validated weekly by client finance
At the close they held the tools and their user guides, running on their own exports inside their own network; the written roles; 179 preventive records live on rotation; the skills matrices and the onboarding plans; the self audit for the operating system; and the Thursday review with its action register.
Automotive stamping
7 week program, 2024
An automotive metal stamping plant.
One problem, seven weeks, and nothing else touched. The work started on the floor, timing changeovers as the crews actually ran them, 66 observations in all.
One standard went in and was then run the same way on every shift: a pre flight checklist, written instructions, parameter verification, a shift handoff protocol, and a changeover audit so the standard gets checked rather than assumed. A die staging area put the tooling where the press needed it. Hour by hour boards went up with downtime code groups, so lost time got a name on the shift it happened in.
There is no dollar figure attached to this one. The engagement measured minutes, so minutes are what it reports.
89.0 to 45.5
Minutes of changeover, baseline to engagement average, a 50% improvement.
Every week
of the program beat the baseline, so the gain held instead of spiking once.
66
changeover observations timed on the floor, which is what the standard was built and corrected from.
300 plus feet
of forklift travel taken out of every die move.
As reported by the principal
At the close the floor had the written changeover standard, the checklist, the parameter verification, the handoff protocol and the changeover audit, with the die staging area and the hour by hour boards in place.
Natural snack manufacturing
3 week discovery, 2026
A natural snack manufacturer, about $109M revenue.
The question was one of amount: how much cash is available, what a year of operations work is worth, and which item to do first.
A discovery runs 2 to 3 weeks on site. A leadership survey, an assessment of which elements of the operating system exist, which need upgrading and which are already effective, use of time studies, and a working capital baseline built from the client's own ledger. A first tool is built on the biggest recurring export, and it closes with a findings brief that says what the numbers mean and what to do first.
Three weeks here identified $9.5M to $15M of cash availability and set out a 12 month operations agenda worth $6M to $11M of EBITDA, which is earnings before interest, taxes, depreciation and amortization. All of it identified. None of it banked. Some clients stop at this point and act on the brief themselves, and the brief is theirs either way.
$9.5M to $15M
Cash availability identified in the business during the three week discovery.
$6M to $11M
of EBITDA, the value of the 12 month operations agenda set out in the findings brief.
20 days
Cycle improvement observed in the cash conversion cycle, the days between paying for materials and collecting from customers.
Identified, not yet banked
They own the findings brief, the working capital baseline behind it, and the first tool.
Food manufacturing
25 week engagement
A food manufacturer, coextrusion and impingement lines.
Coextrusion and impingement lines, and a cleaning cycle between runs. One full cleaning cycle absorbed 170 labor hours. The first three hours after a start up put out 10,029 pounds, and defective packaging sat at 1,100 pounds in the week it was measured.
We measured the work the plant was already doing rather than the work it intended to do. The commercial structure matched the exposure: a guarantee of $3,750,000 in savings, with our fees tied to what the client realized.
Daily coordinator downtime reviews with root cause thresholds became the standing look at every stoppage, the same day it happened. Around that went written custom playbooks, Tier 1 and Tier 2 huddles run against the numbers, Leader Standard Work, a sustainability audit, and coaching at every level of management.
$7,048,509
Annualized savings run rate against $3,750,000 guaranteed, nearly double the guarantee.
170 to 142 hours
Sanitation labor per cleaning cycle, a 16.9% reduction. The labor spent taking a line from the end of one run to the start of the next.
+26.9%
Output in the first three hours of production, 10,029 to 12,725 lbs.
1,100 to 326 lbs
Defective packaging, down about 60% in one week.
5 hours
Best demonstrated sanitation, link to link, meaning one complete cleaning cycle from the end of a run to the start of the next.
As reported by the principal
Installed with the plant's own people: the playbooks, the Tier 1 and Tier 2 huddles, the Leader Standard Work, and the daily coordinator downtime review, with the managers and coordinators coached to run them.
The same system, different businesses
Home textiles
26 week engagement
A 400,000 square foot home textiles manufacturer.
Work travelled between areas in baskets, over 2,500 of them, and each basket meant the same work was handled twice. It took 36 fillers to cover the filling work, and wages were going up. We converted the decentralized production into 13 manufacturing cells inside the facility, which took out the baskets and the double handling and opened more than one third of the building. Every manager was given a personal coach, and 10 workshops were delivered.
166%
of the savings target, $744,357 realized against a $448,178 target.
107%
of billing: the savings exceeded the fees for the work.
$1.07 to $0.945
Labor cost per unit, a 12% reduction, even after wage increases. Units per labor hour went 18.6 to 22.0.
24 fillers
cover work that once required 36.
As reported by the principal
Oilseed processing
36 week engagement
An oilseed processing plant, crush and refinery.
Daily Schedule Control and Short Interval Control, the check on performance in short blocks through the shift rather than at the end of it, were kept in Excel. The full tiered operating system went in: daily review meetings, Tier 1 and Tier 2, shift huddles and structured handoffs, gemba walks, an action register, a daily and weekly operating report, and Leader Standard Work, with schedule control moved into the plant's own visualization system and a maintenance work management playbook behind it. The gains came from planning, scheduling and labor allocation discipline, with no reduction in work completed.
$12,880,544
of savings through week 35 against a $3,182,498 plan, a $9,698,046 favorable variance.
+37.9% / +20.0%
Refinery throughput 24.6M to 33.9M lbs a week, crush 104.2M to 125.0M, on the same equipment.
33.5% / 22.7%
Better than base on outside labor against a 15% goal, and on outside repair and maintenance against a 12% goal.
As reported by the principal
Steel and casting
28 week engagement
A steel meltshop and caster.
Work orders went in and stayed in, so the queue was not a plan for the week. The hours the caster spent down had never been priced. We measured first: a backlog of 350 work orders, technician productivity at 43.6%, a taphole change at 140 minutes and a furnace realign at 42 hours. Then we priced the downtime, quantifying $229,800 of casting downtime so breakout prevention, keeping liquid steel from breaking out of the strand in the caster, could be argued in money instead of opinion. The maintenance system became where the backlog was measured and worked down, with tiered huddles and Leader Standard Work putting it in front of the plant's own managers.
350 to 178
Open work orders in the maintenance system, down in 2 weeks.
140 to 90
Minutes for a taphole change, 35.7% better.
42 to 37 hours
To realign the furnace, 11.9% better, worth about $278,640 a year in production value.
$38,700
grade loss prevented. Downtime in February was reported as a record at 4.24%.
As reported by the principal
Industrial equipment
40 week charter, 2026
An industrial equipment manufacturer, about $354M trailing sales.
We built the working capital baseline off the company's own ledger: how long cash sits in receivables, how long it sits in inventory, how long it sits with suppliers, each measured in days and priced against sales per day and cost per day. The engagement produced that analysis and a 40 week charter. The analysis sequences the identified release across 18 months; the charter covers the first 40 weeks of it. Leadership then took a $2.4M committed target for those first 40 weeks. These are figures that were found and put in order. They are not cash that has been collected.
$18.3M
Cash identified for release in the base case, sequenced over 18 months.
$39.0M
Cash identified for release in the stretch case, over the same period.
$2.4M
The target leadership committed to for the first 40 weeks.
Identified, not yet banked
Results our principals carry from earlier engagements
$37.1M
of annual value delivered.
A nuclear operator
$15M
delivered at 3X the guaranteed target.
A battery manufacturer
$11.3M
delivered with overtime down 70%.
An airline
81% to 97%
On time and in full delivery, with the expedite cycle 35% faster and about 20 hours of weekly manual reporting removed.
An agricultural processing plant, operations tooling program
We report value in three layers and we keep them apart, because they are not the same money.
The three are reported separately and never added into a single number. Labels say where a figure came from: validated weekly by client finance, as reported by the principal who ran the work, or identified and not yet banked. We will not tell you what your business will save before we have seen your numbers.
If one of these companies sounds like yours, ask us what a discovery of two to three weeks would look at in your numbers.
Ask the principals a questionSection 04
How an engagement runs
Discovery, 2 to 3 weeks
A leadership survey, an assessment of which parts of the operating system exist and which need upgrading, use of time studies for supervisors and mechanics, a working capital baseline read from your ledger, a first tool built on your biggest recurring export, and a findings brief that says what the numbers mean and what to do first. Some clients stop here and act on the brief themselves.
Program, 7 to 40 weeks
We install the routines area by area, build the tooling as we go, coach every level of management, and run a weekly review on plan, actual, variance and action. Savings are tracked weekly and validated by your finance team. A business review lands every 4 to 6 weeks.
Handoff, from week 12
Your team runs the review unaided, a sustainability audit scores the health of the system and forces corrective action, and the procedures live in your own document system. We leave the tools, the guides and the standards with you.
Ownership moves from us to you
Weeks 1 to 6
MAGOS led. We run the meetings and build the first measures while your managers watch and take parts of it.
Weeks 7 to 12
Shared. Your managers run it with us in the room, and we coach in the moment rather than taking it back.
Week 12 onward
Client led. Your people own the rhythm. We audit, refresh the tooling and step back.
Guaranteed savings structures are available, with our fees tied to the results your business actually realizes.
A fixed scope of 2 to 3 weeks on site, with a findings brief and a working tool at the end of it.
7 to 40 weeks, set by the size of the business and how many areas go in at once.
A standing build and refresh cadence for the hubs and dashboards after the program closes.
Section 05
The tools your team keeps
A routine only holds if the numbers behind it are easy to get. So we build the tooling as part of the install, around the data your systems already produce, and you keep it when we leave.
Nothing uploaded: your data stays on your network.
Families we build most often: operational visibility hubs, scheduling and adherence, maintenance reliability dashboards, inventory and disposition tools, finance operations and cash flow hubs, demand and order operations, and process and knowledge maps.
Section 06
The principals
No bench of juniors behind a partner who visits. The people who sold you the program are the people in your plant on Monday morning.
Tooling, data and working capital
Builds the browser tools, data pipelines and finance systems that make an operating system run on a client's own exports, and runs the cash conversion cycle programs. A former chief operating officer who still writes the tools himself.
Process and behavior
Installs the operating rhythm on the floor and coaches the managers who have to run it: cell manufacturing, changeover programs, maintenance work management, tiered meetings and Leader Standard Work. Writes a custom playbook for every area he touches.
Maintenance, engineering and change management
Takes maintenance from radio calls and sticky notes to a planned program with an asset register, and carries the change management so the new way survives the first hard week. Has led consulting teams for large manufacturers on three continents.
Section 07
The range of our work
Our principals' work runs from small job shops through divisions of large corporates, one portfolio of it across 95 plus businesses. The eight cases above are the engagements we can show in detail, and all eight are repeat run process businesses. If you run one off or job shop work, where the routing changes every week and the schedule is mostly promises, ask us and we will tell you plainly what we have done in that shape and what we have not. The sectors below are evidence of range, not a definition of who we serve.
Section 08
Questions before you hire us
Section 09
Contact
You do not have to be ready to buy anything. Ask the question you would ask a peer who had already done this, and one of the three of us will answer it.
Who answers
Demetrick Ferguson, Benjamin Borum and Craig Stiller read every question themselves.
Where we work
On site anywhere in North America.
Phone
Book a time
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