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.
An ERP that finance trusts and the floor works around
Double entry, spreadsheets as the real system, machine data never connected.
Where it breaks, and what changes
Where it breaks today, by hand: Line to Planning: retyped; Quality to Planning: spreadsheet; Stores to Finance: retyped; Planning to Management: email; Finance to Management: spreadsheet. Once fixed: Line, Quality, Stores, Planning, Finance and Management on one record.
Judged on
- Manual entries
- Reconciliation hours
- Time from event to record
- Reporting lag
We diagnose what the existing systems should do and cannot, connect shop floor, planning, quality and finance, build what is missing, and give management one view drawn from the source, with each number owned by someone.
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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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
People, adoption and operating discipline
Systems the team was never going to useBring us one operating problem
Thirty minutes on the problem that costs you most. No deck, no demo.