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.
Stock that sits and stock that runs out, in the same month
Raw material bought because nobody could see what was already there, the one component always short.
Where it breaks, and what changes
Where it breaks today, by hand: Line to Stores: issue slip; Stores to Purchase: spreadsheet; Planning to Purchase: email; Quality to Purchase: phone. Once fixed: Line, Stores, Planning, Purchase and Quality on one record.
Judged on
- Inventory days
- Stockouts
- Supplier on-time rate
We make consumption and demand visible, decide reorders on data, track supplier delivery and quality, and bring multi-plant stock into one view.
How we would run it
Four steps, one measure agreed before we start.
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Diagnose
A written diagnostic, yours to keep
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Decide
A ranked roadmap and the number it is judged on
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Deliver
Working output in weeks, not at the end
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Embed
You own the process, the system and the data
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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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.
From the field
Questions
Which problems do you solve?
Throughput, quality, maintenance, planning, inventory, costing and working capital, sales and service, systems that do not talk, adoption, energy and compliance. The problems page lists them with their measures.
Who owns what you build?
The client. Your process, your system, your data. There is no licence that meters your growth, and every engagement runs under a non‑disclosure agreement.
What happens in the first conversation?
Thirty minutes with a consultant on one operating problem. No deck, no demo. You leave with a view of where it breaks and what it costs.
Next problem
Procurement, costing and working capital
A product cost nobody can state with confidenceBring us one operating problem
Thirty minutes on the problem that costs you most. No deck, no demo.