Field note
Your shift register already knows why Line 2 stopped
Downtime is written down on every shift. It rarely reaches the person who can fix the cause by the next morning.
The line runs, but not at the rate it was bought for
Stoppages nobody logs, changeovers that take the morning, a bottleneck that moves every week.
Where it breaks, and what changes
Where it breaks today, by hand: Line to Planning: shift board; Line to Maintenance: phone; Maintenance to Planning: memory; Planning to Management: spreadsheet. Once fixed: Line, Maintenance, Planning and Management on one record.
Judged on
- Overall equipment effectiveness (OEE)
- Output per shift
- Changeover time
We capture what the line actually does as it does it, measure every loss by its cause, and make the bottleneck visible so it can be managed instead of argued about.
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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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.
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
Quality, yield and traceability
Rejections you can count but cannot explainBring us one operating problem
Thirty minutes on the problem that costs you most. No deck, no demo.