Syracuse Consulting Group

Continuous Improvement Consultancy Specializing in Maintenance Effectiveness and Operational Excellence

We are a fully insured, Veteran owned consulting company specializing in maintenance effectiveness. We believe any business should have a solid foundation as they strive for increased performance.

People. Process. Systems (Technology)

Mechanical Gear Syracuse Consulting Group
Mechanical Gear Syracuse Consulting Group
Mechanical Gear Syracuse Consulting Group

Our Background

Founded in 2007 in Syracuse NY

Process Improvement is our specialty

  • Extensive Manufacturing and Service Industry experience

  • Knowledgeable in all facets of business operations

  • Change management

  • Sustainability

  • Working alongside client

Driven, passionate and collaborative consultants

Hands on -we roll up our sleeves and along with your people to get things done.

We are rapport builders and approachable; we really get to know you and your people.

What We Do

We are driven by our three guiding principles:


We assist your organization to gain a clear understanding of where we are and where we are going; incorporating management’s strategic vision is critical to this process.


Working along side your people, we jointly design, model and implement improvements; then monitor the changes and make adjustments as necessary.


Using the three levels of learning, we ensure that the implemented improvements are in place and working as designed.

Our Approach

The Current State Phase:  (Approx. 2-3 weeks)

We jointly evaluate the business using diagnostic tools to determine how the organization is currently performing.
Some of the tools we use:

Maintenance Requirements Pyramid

World Class Maintenance
Area Work Teams 
Process Maintenance Teams
Risk Based Maintenance
Integrated Process Maintenance Systems
Shutdown Cyde Time Compression (CTC)
Computerized Maintenance System
Autonomous Maintenance
Bill of Materials (BOM)
Maintenance Master Schedule
Planned Maintenance Routines (PMR)
Predictive Routines (CBM)
Plant Master Plan
Spares Policy Management
Standards and Specifications
Equipment History
Weekly Plan
Weekly Maintenance Report
Maintenance Cast Report
Resource Skills Matrix
Equipment Numbering System
Critical Equipment
Work Order System
Daily Plan
Maintenance KPI’5
Daily Maintenance Report
Maintenance Cost Structure
Short Internal control (SIC)
Production Plan
> 80% Implemented
>40% <80% Implemented
<40% Implemented
Input Data

World Class Manufacturing Pyramid

World Class Manufacturng
Integrated Supplier Pull System
Voice of the Customer / QFD
Self Learning Organization
JIT Production
Supplier / Customer Partnerships
Total Productive Maintenance (TPM)
Design of Experiments (DOE)
Cell Manufacturing
Economic Order Quantities
Supplier Management
Poka Yoke
Autonomous Maintenance 
Capacity Planning
Structured Bill of Materials
Formal Root Cause Analysis
Eliminating MUDA
Integrated SFM
Visual Factory
Preventive Maintenance
In-line quality inspection
Inventory Management Program
Top Management Vision
Basic Problem Solving Techniques
Work Standards and Specifications
Production SFM
Production Loss Tracking
Planned Maintenance
Final Product Inspection
Short Interval Control
> 80% Implemented
> 40% < 80% Implemented
< 40% Implemented
*One-on-One Confidential Focus Interviews, Supervisor Behavior Studies, and Process Flow Evaluations
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The Business Case Phase:  (Approx. 1 week)
We jointly identify and calculate potential benefits from the implemented improvements and determine your organization’s investment required for using an outside resource to accelerate theimprovements.
The Project Phase (Implementation): (Duration TBD)

A Recent Client

Mechanical Gear


  • OEM Automotive Glass
  • 2nd plant and virtually same issues as 1st plant
  • Produce windshields, back lights and side lights
  • 24/7 operations
  • Six integrated production lines
  • Issues:
    • High mechanical downtime

    • High maintenance supervisory turnover

    • Reactive maintenance

  • Mechanical Downtime 2.5 times higher than goal and showing very little change
  • Lack of building blocks for an effective maintenance program
  • Management working very long hours on a daily basis
  • Insufficient supervisor training
  • CMMS not fully integrated
  • PM system not fully utilized and antiquated
Maintenance Downtime Plan

Improved the planning and scheduling of maintenance activities

Transformed maintenance from 30% planned activities to 50% planned with a goal of 60%

Established departmental roles and responsibilities

Installed standard work for department supervision

Developed meaningful KPI’s to manage day to day operations

Significantly improved work life balance

Completed Projets

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Our Talented Crew

Eduard Norton

Project Planing

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Maria Chianti

SAles Manager

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Thomas Roden

Senior engineer

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