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.
Systems the team was never going to use
Resistance from the people who were not asked, a skills gap nobody budgeted for, two routines running at once.
Where it breaks, and what changes
Where it breaks today, by hand: Line to Planning: paper copy; Stores to Purchase: old register; Quality to Finance: retyped. Once fixed: Line, Quality, Stores, Planning, Purchase and Finance on one record.
Judged on
- Data entered at source
- Time to competence
- Old reports retired
We redesign the process with the people who run it, train on their work rather than on the software, tie procedures to the system, and formally retire the old routine.
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
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
Energy, compliance and risk
Costs and exposures that nobody ownsBring us one operating problem
Thirty minutes on the problem that costs you most. No deck, no demo.