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.
Rejections you can count but cannot explain
Scrap and rework absorbed into cost, root causes settled by seniority, inspection records that cannot be tied to a batch.
Where it breaks, and what changes
Where it breaks today, by hand: Line to Quality: paper; Quality to Stores: logbook; Sales to Quality: email; Quality to Finance: spreadsheet. Once fixed: Line, Quality, Stores, Sales and Finance on one record.
Judged on
- Rejection rate
- Cost of poor quality
- Time to close a complaint
We capture quality at the point of inspection, tie it to machine, material, operator and batch, and find causes in the data rather than in memory.
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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Shop-floor digitisation and integration
Floor data captured as it happens, so the floor and the office share one record.
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Core business systems
ERP, planning, quality and maintenance systems, selected and implemented.
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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
Maintenance and asset reliability
Breakdowns that set the production planBring us one operating problem
Thirty minutes on the problem that costs you most. No deck, no demo.