Manufacturing
Production, purchasing and the ledger each tell part of the story. The cost of a job is only visible once they are read together.
Plant and finance in one model
Works with legacy interfaces
Read-only by default
Runs in your own cloud
Where the money leaks
Each one is a measure that exists somewhere in your systems and cannot be trusted today.
Cost arrives from payroll, suppliers and subcontractors on different cycles, so the live picture is always optimistic and the true number only appears after the run is finished.
Shop floor systems often expose a scheduled export and nothing else. That works, but until somebody reads it alongside the ledger, nobody can connect what was made to what it cost.
Everyone knows which supplier is unreliable. Almost nobody can show it with a number when it matters in a negotiation, because lead time quoted and lead time delivered live in different places.
What you will be able to see
Three or four of these are where the money actually moves. All of them are in your systems already.
What a run cost you, against what you quoted.
What is on hand and committed against what the schedule needs.
Lead time quoted against lead time delivered.
Where yield is being lost, by line and by period.
Where invoiced price has drifted from agreement.
Receivables, payables and the stock sitting between them.
The shop floor system was never designed to be queried.
Plant systems often expose a scheduled export and nothing else. That works fine. It is a connector problem, not a reason to put off the measures that depend on it.
Scheduled exports, database reads and file drops are all usable inputs. Whether each system can be read is confirmed in week one, before the fee is committed.
The engagement focuses on operational and financial systems. Machine telemetry is normally a separate piece of work, and would appear in the forward roadmap if it were the highest-value next step.
Other sectors
Half an hour works out which measures are worth baselining and whether your systems can be read.
