OPERATIONS ADVISORY / WORKING MODEL

Find the constraint.
Unlock the flow.

Explore what limits fulfilled sales, then test the next operating decision.

Egoli Dry Gin bottle with botanicals and dried citrus — EGOLI DISTILLERYClient-supplied product photography

Illustrative scenarioNot measured Egoli data

Scenario

LIVE SYSTEM MODEL

See where the flow slows.

SCHEMATIC · NOT A TIMED SIMULATION

SYSTEM CAPACITY

One flow. Several limits.

SALEABLE BOTTLES / WEEK

Limiting supply stage Other stages│ Demand reference

WHAT IF?

Give bottling more capacity.

Change its good-output rate. Watch the constraint move through the system.

Bottles per productive hour

FOCUSING CYCLE

Identify the limiting factor
Improve its existing output
Align the rest of the operation
Add resources where justified
Find the next constraint

BOTTLING SENSITIVITY

When does more capacity stop helping?

OTHER INPUTS HELD CONSTANT

THE FOCUSING CYCLE, QUANTIFIED

Fix one limit. Meet the next.

EACH STEP ASSUMES THE LIMIT IS FULLY LIFTED

Shows the order in which limits would take over, not what each lift costs or whether it is achievable. Use it to sequence investigation, then price the lifts that matter.

From customer order to collected cash

Proposed roles · timing unconfirmed

Stage 1 of 11

Click a stage to inspect the handoff↓ Physical / information flow↺ Cash funds the next cycle

Measure the waiting, not just the work.

At every handoff capture order / batch ID, quantity, ready time, accepted time, work start, work finish and delay reason. Inventory quantities and elapsed times are unconfirmed.

Build a feasible operating week

One product or validated fixed mix

PROPOSAL SCALE CHECK

What bottling pace do the reported volumes imply?

ARITHMETIC ON REPORTED FIGURES · VOLUME BASIS UNCONFIRMED

Bottle size (litres)Bottling hours per dayYour bottling rate (bottles / productive hour)

Assumes the reported litres are finished-strength and all are bottled in one product format. If they are bulk litres or litres of pure alcohol, the bottle counts change. Confirm the basis before relying on any figure here.

Calculation methods and limits

CLIENT BASELINE

What we know. What we need to verify.

The proposal is a scoping source, not an audited production dataset. Demonstration values are separate from the reported claims below.

Reported in the proposal	How this model treats it
3,700 L/day median; 5,600 L/day peak	Reported only. Volume basis, stage attribution, calendar and measurement period unconfirmed.
66% “current OEE”; 85% target	3,700 / 5,600 is an output ratio. Availability, performance and quality components are needed to establish OEE. 85% remains a proposal assumption.
Bottling efficiency 51%; other stage percentages	Labelled indicative in the proposal. Percentages are not comparable weekly capacities.
20% demand met; approximately 40% unmet demand	Definitions conflict. Use confirmed orders and a validated forecast by product and due date.
R3m dry goods; R7m broader requirement	Requirements / targets, not available cash. Excluded from revolving funds until confirmed.
R302 per litre of alcohol (VAT); “~R90 ex-works” per 750 ml bottle	0.75 L × 40% × R302 = R90.60, so the R90 equals the per-bottle charge at that rate. Confirm whether it is a duty / cost component or a selling price before using it as margin.
“~380,000” and “+390K” additional litres per year; “22% gap”	(4,760 − 3,700) L/day × 365 = 386,900 L/yr, so the two figures differ and depend on the operating-day count. The 22% is the gap relative to 4,760; relative to 3,700 it is 29%. Reported only.

CLIENT BRAND REFERENCES

Egoli, in its own visual language.

The Egoli emblem and product photography are supplied company assets. RM Industrial remains the advisory brand for this working model.

Product imagery is brand context, not evidence of current specifications, process performance or capacity. Calculator assumptions remain separately identified.

Source register

Egoli strategic consulting proposal v1.3
PDF pages 2–4 and 9. Company context, reported production claims and proposed interventions.

GIC786 Operations Management
Topics 2–7. Strategy, flow, constraints, capacity, inventory and scheduling.

GIBS Integrated Business Simulation 2025
Slides 29–39. Coordination of marketing, production, people, quality and finance. Simulation-company figures excluded.

Baseline capture checklist

Orders, backlog and delivery dates by product
Operating calendar and productive resource hours
Batch routing, strength, yield and cycle times
Compatible tank volumes and occupancy
Good-output rates and release turnaround
Material availability and replenishment timing
Ring-fenced funds and net funding exposure