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.
A plan the floor has rewritten by ten in the morning
A planner’s spreadsheet, material not where the plan needs it, priorities changed by phone, capacity a matter of opinion.
Where it breaks, and what changes
Where it breaks today, by hand: Sales to Planning: phone; Stores to Planning: stock sheet; Planning to Line: printout; Planning to Management: spreadsheet. Once fixed: Sales, Planning, Stores, Line and Management on one record.
Judged on
- Plan adherence
- On-time completion
- Overtime hours
We build one plan from real capacity and real material availability, visible to sales, stores and the floor, and rescheduled on facts.
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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Operations and process consulting
How the plant should run, written down with its people before any software is chosen.
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Data and management decision systems
One view of the plant for the people who run it, drawn from the source.
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
Inventory and supply chain
Stock that sits and stock that runs out, in the same monthBring us one operating problem
Thirty minutes on the problem that costs you most. No deck, no demo.