Manufacturing estates accumulate. A planning system from one decade, a warehouse system from another, and a set of spreadsheets holding the joins together. The cost shows up as inventory you cannot see and a schedule nobody trusts.
What the work is for
One inventory position the floor and the ledger both agree on, counted the same way in both.
Sequencing that understands changeovers, tooling and labour, held in the system rather than beside it.
Material, labour and overhead landing on the order while it is still running, not at the month-end close.
Demand, supply and works orders on one record, so a change in one is not re-keyed into the other two.
Partners integrated on a real interface with error handling, rather than a scheduled file drop nobody watches.
Inspection, non-conformance and corrective action captured against the order, available to an auditor without a hunt.
Sector capability, not a client reference. This page describes work we do in this sector. It names no client and claims no result, because those belong with an engagement. Delivered work carries the 6 engagements we can show you, with the numbers as measured.
Who has to agree
A programme like this is signed off by six or seven people who do not share a definition of success. These are the questions each of them tends to arrive with.
A close that does not depend on a spreadsheet rebuild, and standard costs that survive contact with the plant.
A schedule the supervisors trust enough to run to, and a system that reflects the line as it is.
Lead times, safety stock and reorder points that come from the system rather than from memory.
Fewer integrations to hand-hold, a supported upgrade path, and no customisation nobody can explain.
Traceability from goods-in to dispatch that stands up in an audit without a document hunt.
An available-to-promise date that is real, and order status a customer can be told without a phone call to the floor.
How the programme splits
Related
Other sectors
