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 dispatch date promised from memory
Enquiries lost between calls, quotations that take days, order status answered by phone, dealer stock unknown, complaints and warranty untracked.
Where it breaks, and what changes
Where it breaks today, by hand: Sales to Planning: memory; Stores to Dispatch: paper; Dispatch to Sales: phone; Sales to Finance: email. Once fixed: Sales, Planning, Stores, Dispatch and Finance on one record.
Judged on
- Conversion
- Order cycle time
- On-time-in-full delivery
- Complaint turnaround
We tie enquiry, quotation, order, production and dispatch to one record, so promise dates come from the plan and service is a process rather than a favour.
How we would run it
Four steps, one measure agreed before we start.
-
Diagnose
A written diagnostic, yours to keep
-
Decide
A ranked roadmap and the number it is judged on
-
Deliver
Working output in weeks, not at the end
-
Embed
You own the process, the system and the data
The capabilities behind the fix
-
Core business systems
ERP, planning, quality and maintenance systems, selected and implemented.
-
Private AI and workflow automation
AI on your own data and systems, measured on each process’s own number.
-
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
Systems that do not talk, and decisions made on last week’s numbers
An ERP that finance trusts and the floor works aroundBring us one operating problem
Thirty minutes on the problem that costs you most. No deck, no demo.