Operations and process consulting
How the plant should run, written down with its people before any software is chosen.
The AI‑native technology consultancy for manufacturers
30 minutes on one operating problem. No deck, no demo.
- Find the cause
- Design and build the fix
- Stay until the plant runs on it
One stoppage, two routes
One stoppage on Line 3, two routes
IllustrativeAn illustrative example. Line 3 stops at 14:10 on a Friday. Today, by hand: the stoppage is written on the shift board at 18:00, typed into a spreadsheet the next day at 10:30, reaches the weekly report on Monday at 09:00, and the plant head decides at 09:10, 67 hours from event to decision. On one record: the stop and its cause are recorded at the machine at 14:12, the plan is rescheduled and finance sees the lost hour at 14:20, and the plant head decides at 14:25, 15 minutes from event to decision.
Today, by hand
- Fri 14:10 Line 3 stops
- Fri 18:00 Shift board
- Sat 10:30 Spreadsheet
- Mon 09:00 Weekly report
- Mon 09:10 Decision
67 hours
On one record
- Fri 14:10 Line 3 stops
- 14:12 Recorded at the machine
- 14:20 Plan and finance updated
- 14:25 Decision
15 minutes
Most plant technology does not talk to the rest of the business
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86%
run separate, unconnected systems
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30%
analyse operating data only reactively
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34%
are stuck at AI proof‑of‑concept
Source: Deloitte–CII, Industry 4.0: Learn and Propel, 2023, citing NASSCOM
Each system was bought to solve a real problem, and each solved it alone.
The problems we are brought in to solve
Stated the way they are lived on the floor.
- The line runs, but not at the rate it was bought for
- Overall equipment effectiveness (OEE)
- Output per shift
- Changeover time
- Rejections you can count but cannot explain
- Rejection rate
- Cost of poor quality
- Time to close a complaint
- Breakdowns that set the production plan
- Unplanned downtime
- Maintenance cost
- Spares inventory
- A plan the floor has rewritten by ten in the morning
- Plan adherence
- On-time completion
- Overtime hours
- Stock that sits and stock that runs out, in the same month
- Inventory days
- Stockouts
- Supplier on-time rate
- A product cost nobody can state with confidence
- Working capital days
- Unmatched invoices
- Days to close
- A dispatch date promised from memory
- Conversion
- Order cycle time
- On-time-in-full delivery
- An ERP that finance trusts and the floor works around
- Manual entries
- Reconciliation hours
- Time from event to record
- Systems the team was never going to use
- Data entered at source
- Time to competence
- Old reports retired
- Costs and exposures that nobody owns
- Energy cost per unit
- Compliance exceptions
- Audit findings
- Approvals on a phone, invoices typed from PDFs, quotations rebuilt from scratch
- Hours of manual work removed
- Cycle time per approval
- Error rate
Diagnose. Decide. Deliver. Embed. Then stay
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Phase 1: Diagnose
A written diagnostic, yours to keep
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Phase 2: Decide
A ranked roadmap and the number it is judged on
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Phase 3: Deliver
Working output in weeks, not at the end
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Phase 4: Embed
You own the process, the system and the data
Then stay
A review every quarter, built to last years
A review each quarter, every year after go-live.
We fix one thing, prove it moved, and move to the next.
The capabilities behind the fix
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Core business systems
ERP, planning, quality and maintenance systems, selected and implemented.
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Shop-floor digitisation and integration
Floor data captured as it happens, so the floor and the office share one record.
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Data and management decision systems
One view of the plant for the people who run it, drawn from the source.
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Private AI and workflow automation
AI on your own data and systems, measured on each process’s own number.
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Adoption and operating discipline
Training on the work, the old routine retired, a rhythm that outlasts us.
Make the business AI‑native. On your data, inside your walls
AI trained on your own data, working inside your own workflows, on systems you control.
Your infrastructure, your access rules
- Order book
- Production plan
- Line rate
- Supplier invoices
- Goods receipts
- Rate contracts
- Process parameters
- Material batches
- Shift log
Your model, trained on your data
Illustrative example. The planner asks: what is tomorrow’s dispatch risk? The model reads the order book, the production plan and the line rate, inside your own infrastructure, and answers: 3 of 41 orders at risk. Line 2 is running at 82% of plan; order 4471 needs 6 more hours.
Illustrative example. 39 supplier invoices arrive. Each is read and matched to its goods receipt and rate contract. 38 are matched. One, with a rate 4% above contract, is routed to a person for review.
Illustrative example. The quality engineer asks: why did rejections rise on line three last week? The model reads the process parameters, the material batches and the shift log, and answers: rejections rose with batch B-2291 on the night shift; barrel temperature ran 6 °C above setting.
Nothing leaves. Nothing is pooled.
- Trained on your data, and only yours
- Running where you decide
- Inside the workflow, judged on the number
Every client is a manufacturer
The processes rhyme; the plants do not.
1 / 10
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Automotive and auto components -
Steel, metals and forging -
Chemicals and pharmaceuticals -
Engineering and capital goods -
Electricals and electronics -
Textiles and apparel -
Food, beverage and consumer goods -
Plastics, packaging and paper -
Cement and building materials -
Process industries
From the field
Field note
Why the weighbridge slip is the first number we trust
Every tonne that enters the plant is weighed once. We build the stores ledger from that slip, not from the purchase order.
Field note
Your shift register already knows why Line 2 stopped
Downtime is written down on every shift. It rarely reaches the person who can fix the cause by the next morning.
Careers
Every consultant and engineer here has worked in a plant
We hire people who diagnose and people who build.
See the two roles
Bring us one operating problem
Thirty minutes. No deck, no demo.
Thank you.
A consultant will reply to fix a time. If it is urgent, call us on +91 83200 52869.
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