Yield or uptime is lower
Adjust saleable output and material consumption together. Follow the impact on order capacity, unit cost and contribution.
INDUSTRIES / MANUFACTURING
Connect the capacity
to the business case.
Custom financial models and business materials for manufacturers. Bring production volumes, unit costs, equipment and working capital into one operating view.
MANUFACTURINGOperating logic
START WITH THE DRIVERS
01Production capacity
02Utilization & yield
03Units sold
04Price & product mix
Connected assumptions. A clear view of your business.
Built around your business.Explore all industries
01 / THE OPERATING REALITY
Your business has
its own moving parts.
Consumer product manufacturers, industrial production, food processing, contract manufacturing and small-scale production businesses.
01
Capacity & throughput
Connect machines, shifts, cycle times and yield to saleable output. Reflect ramp-up, maintenance and limits on production.
02
Unit costs & margins
Build material, labor, energy and packaging costs around product volumes. Separate variable production costs from plant and company overhead.
03
Equipment & working capital
Model equipment investment, raw materials, work in progress and finished goods. Connect supplier and customer terms to funding requirements.
WHAT THE FINANCIAL WORK MAKES VISIBLE
The operating detail.
The decisions it supports.
Connect the sales plan to production capacity, material requirements and the cash tied up before delivery. Product mix, yield and equipment utilization can change the economics of growth.
| What to track | What the model connects | What it helps you understand |
|---|---|---|
| Production capacity | Machine hours, shifts, throughput, downtime and production constraints. | The volume the operating plan can deliver with the equipment and team available. |
| Product contribution | Selling prices, material usage, yield, direct labor and variable production costs. | How product mix and production efficiency affect the margin from sales. |
| Inventory and purchasing | Material lead times, minimum orders, work in progress and finished stock. | The purchasing commitments and stock levels needed to support the production schedule. |
| Expansion funding | Equipment payments, installation, commissioning, training and the volume ramp. | How much cash a capacity investment needs before additional output produces receipts. |
QUESTIONS I CAN HELP YOU TEST
How would your plan change?
Choose the uncertainties that matter to your business. I can connect alternative assumptions to the forecast and explain the differences in the plan or presentation.
A new line ramps gradually
Separate equipment installation from full utilization. Reflect training, commissioning costs and the timing of customer demand.
The product mix shifts
Compare products using their own material needs, production time and margins. See whether growth moves the bottleneck elsewhere in the process.
02 / WHAT WE CAN BUILD
The economics, the plan
and the presentation.
Agree the deliverables your project needs. Keep the assumptions consistent across the work.
01
Financial models
A production and financial model connecting throughput, costs, inventory, equipment and cash flow.
Explore the service02
Business plans
A business plan explaining the product, market, production process, supply chain and expansion requirements.
Explore the service03
Pitch decks
A presentation linking new capacity and customer demand to the investment request and operating milestones.
Explore the service03 / INSIDE THE DOCUMENTS
See the detail.
Understand the structure.
The financial-model and pitch-deck previews are selected for this industry. Open either image to inspect the detail, or follow its link to the matching FinancialModelsLab product. Each custom project follows its own business assumptions.
A market-sizing graphic needs a defined customer, geography and calculation behind it. The visual introduces the opportunity; the supporting evidence explains its boundaries.
A PRACTICAL STARTING POINT
Bring what you know.
I’ll shape the brief.
These details help the work after our first conversation. You can start with the information you already have.
- Production lines, shifts and capacity
- Product prices, mix and demand assumptions
- Bills of materials and direct labor costs
- Inventory levels and payment terms
- Equipment quotes and installation timing
ILLUSTRATIVE PROJECT SCENARIO
A manufacturer considering a second production line
Compare additional throughput with the equipment, staffing and inventory it requires. Test the effect of slower customer demand on utilization and cash.
Explore the project briefA FEW PRACTICAL DETAILS
Before we work together.
LET’S MAKE THE NEXT MOVE CLEARER
Let’s work through
your next move.
Three quick questions. Then choose a time to talk with Henry.