Built around your operation, not around our template.
Your process doesn’t get bent to fit software. Every system we deliver is shaped to how your people already work, because a system nobody uses is worse than the spreadsheet it replaced.
What it can actually do
A photograph. A drawing. A foreman’s head.
Three jobs that look nothing alike, built by the same engineer. Every one of them industrial. The plant changes and the data changes. The method does not.
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The walk round
Photograph a machine. It tells you what it is.
A buyer took over an acquired facility and inherited the contents. No list, no values, no idea what still ran. Now a man walks the yard with a phone. Each machine identifies itself, pulls its original vendor, works out whether it can be rebuilt or bought used, and files itself with a reliability rating and what its downtime costs.
A yard nobody had counted, in. An asset register, a parts list and a purchasing decision, out.
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Procurement
A plant dark for years, and a part nobody makes any more.
A client bought a gas plant that had been shut down for years, with the drawings from when it was built and 646 tags. For every tag the system puts the drawing beside every part on the market today, twenty fields side by side, and answers the thirteen questions: does it still exist, who sells it, what it costs, how soon, does it meet today’s Canadian ratings, and does it bolt in, need an adapter, or need cutting and welding. It never says fits. The engineer signs. On six proof tags: 291 listings from 65 sellers, and 71 wrong parts caught before anyone bought one.
A tag on a twenty-year-old drawing, in. Every part that could go in, with its price, condition, lead time and the work it brings, out.
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The knowledge
What is in people’s heads, written down.
Every job has three or four steps nobody ever recorded, and they live in the foreman and the people who have been there twenty years. We sit with them, watch the job run, and write down what actually happens. The procedures, the roles, the machine list with serial numbers, the safety program as it is on the floor rather than as it is in the binder.
A business that only runs because certain people are in the building, in. A business somebody else can read and run, out.
None of those three is a chat box. Each one does the work a trained person would do, on your own drawings, your own floor and your own gear. If you can describe how something works, it can be built.
If your real process lives in spreadsheets, whiteboards, and three people’s heads.
From a ten man shop to a five hundred man plant. Farms, machine shops, welding shops, processing plants, fabrication, energy and resources, distribution, trades at scale. The kind of place where the system everyone depends on is a workbook somebody built in 2019 that nobody else fully understands.
Where this usually starts
Which one of these is your Monday?
Know what you have.
Today. A work instruction isn’t a document. It’s the laminated sheet at the station, the revision somebody penned in the margin, and the way the senior operator actually does it.
Built. The current version in one place, tied to the part and the station, so the person at the machine is looking at the one that is right today.
SOPs, work instructions, part numbering, document control, training material.
Know what you own.
Today. Purchasing isn’t a module. It’s the workbook three people email back and forth, the receiving slips in a binder, and the guy who knows which supplier is actually reliable.
Built. Those in one place, and the PO writes itself off what the job needs.
Inventory, BOMs, purchasing, sourcing, receiving, costing.
Know what’s happening.
Today. The schedule isn’t the whiteboard. It’s the whiteboard, the two jobs the supervisor is carrying in his head, and the phone call that moved everything an hour ago.
Built. The board runs off what is actually on the floor, so the answer to where is that order is the same answer no matter who you ask.
Scheduling, job tracking, WIP, quality records, maintenance, reporting.
Make it run without you.
Today. A quote isn’t a form. It’s the estimator pulling last year’s numbers, the approval sitting in an inbox over the weekend, and the handoff to production that happens by walking down the hall.
Built. Those steps connect, so the quote becomes the job and the job becomes the invoice without anyone retyping it.
Quoting through to invoice, approvals, notifications, handoffs between departments.
Make it safer and leaner.
Today. A near miss isn’t a form in a filing cabinet. It’s the thing three people saw, mentioned at the morning meeting, and nobody wrote down.
Built. Recording it takes fifteen seconds on a phone, so the pattern shows up before the incident does.
Safety records, incident tracking, lean implementation, kaizen, setup reduction.
Keep what your people know.
Today. The setup isn’t in the manual. It’s in the guy who has run that press for twenty two years and knows what it sounds like when it is about to go.
Built. That gets captured while he is still here, in his words, attached to the machine and the part, so the next person is not starting over.
Capture what your retiring guys know before it walks out the door.
Know what you just bought.
Today. You took on a site, or a yard, or a whole operation, and nobody has walked it with a list. No values, no vendors, no idea what still runs.
Built. Photograph a machine on a walk round. It identifies itself, finds the original vendor, checks rebuild or used, and files it. Purchasing ends up with every part, where to get it, and a reliability rating.
Asset register, parts and vendor sourcing, reliability rating, downtime cost, criticality ranking, spares.
Tell us yours.
Type the thing that costs you the most time in a week. It goes straight into the booking form, in your words.
All of it, in plain terms
Nine places a system earns its keep.
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Know what you have.
TodayA work instruction isn’t a document. It’s the laminated sheet at the station, the revision somebody penned in the margin, and the way the senior operator actually does it.
BuiltThe current version in one place, tied to the part and the station, so the person at the machine is looking at the one that is right today.
SOPs, work instructions, part numbering, document control, training material.
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Know what is on the shelf.
TodayThe count is a workbook, and the workbook is right until somebody pulls a part at four on a Friday. Purchasing orders what the sheet says. The shelf says something else.
BuiltOne count, updated where the part actually moves. At receiving, at the bin, at the job. Reorder points that fire on their own, and a number your buyer can trust without walking out to look.
Stock on hand, bin and location, reorder points, cycle counts, receiving, min and max, consumption by job.
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Know what it is made of.
TodayThe bill of materials is in the drawing, in the estimator’s head, and in a version somebody saved to their own desktop. Two of the three are current and you will find out which two later.
BuiltOne structure per part, versioned, with what it takes to build it and what that costs today. Change it once and every quote, job and purchase order downstream sees the change.
Multi-level BOMs, revisions, routings, standard cost, where-used, change history.
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Know what is on order.
TodayA PO is an email. Whether it shipped is a phone call. Whether it arrived is a walk out to receiving.
BuiltRequisition to PO to receipt in one line, with the vendor, what you paid last time, and the promise date sitting next to the job that is waiting on it.
Requisitions, approvals, purchase orders, vendor records, price history, expediting, three way match to the invoice.
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Know where the job is.
Today“Where is that order?” three times a day, and the answer depends on who you ask.
BuiltEvery job has a current state that the floor sets by touching a screen, and anybody who needs to know can see it without asking anybody.
Job status, labour and material capture, stage sign-off, customer-visible status, job costing actual against quoted.
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Know what runs next.
TodayThe schedule is a whiteboard, and the whiteboard becomes a photograph on somebody’s phone the moment they leave the building.
BuiltA live schedule tied to real capacity and real due dates, so moving one job shows you what it does to the other nine before you move it.
Capacity by machine and by crew, sequencing, due dates, drag to reschedule, what-if, shortages flagged before the job starts.
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Know it was checked.
TodayIncidents on paper, if at all. Non-conformances live in a binder that gets opened when a customer complains or an auditor books a date.
BuiltThe check happens on a device at the station, tied to the part, the job and the operator, with photographs, and it comes back in seconds when somebody asks for it.
Inspection checklists, non-conformance, corrective action, certificates and traceability, audit trail, supplier quality.
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Know when it will break.
TodayYou find out that machine was a problem when it stops. The parts list for it is a binder, or the memory of the one guy who has been here nineteen years.
BuiltEvery asset catalogued with its parts, its vendors, its rebuild and used options, and what it costs you an hour when it is down. Photograph a machine on a walk round and it identifies itself.
Asset register, parts and vendor sourcing, reliability rating, PM schedules, downtime tracking, criticality ranking, spares.
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Know it got billed.
TodayThe quote gets re-typed into the job. The shipping slip gets re-typed into the invoice. Both times somebody can fat-finger a number, and both times it costs a day.
BuiltThe quote becomes the job, the job becomes the shipment, the shipment becomes the invoice. Typed once. On the ninety person shop we mapped, that is thirteen and a half hours a week back.
Quoting, quote to job conversion, shipping, invoicing, margin on actual, and it talks to the accounting system you already use.
Not sure which of these you need? That’s what the walkthrough is for.
Free. Thirty minutes. You keep the map.