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.
Breakdowns that set the production plan
Maintenance that happens after the failure, machine history in a logbook that leaves with the technician.
Where it breaks, and what changes
Where it breaks today, by hand: Line to Maintenance: phone; Maintenance to Planning: logbook; Maintenance to Stores: paper slip; Stores to Purchase: urgent call. Once fixed: Line, Maintenance, Stores, Purchase and Planning on one record.
Judged on
- Unplanned downtime
- Maintenance cost
- Spares inventory
We move maintenance to run-hours and condition, plan spares against it, and predict failure where the machine data supports it.
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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Shop-floor digitisation and integration
Floor data captured as it happens, so the floor and the office share one record.
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Private AI and workflow automation
AI on your own data and systems, measured on each process’s own number.
Also 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
Production planning and scheduling
A plan the floor has rewritten by ten in the morningBring us one operating problem
Thirty minutes on the problem that costs you most. No deck, no demo.