Service
Before digitalising a process, understand it.
We follow how information, materials and decisions actually travel through your factory — from the moment an order arrives to the moment it ships — and show you where the flow breaks.
Why this comes first
The documented process and the real process are never the same.
That is not a criticism. It is what happens when a plant keeps running while conditions change — people find workarounds, and the workarounds become the process.
The risk is that digitalising the documented process automates something nobody actually does. The system goes live, the workarounds continue alongside it, and now there are two versions of the truth instead of one.
So we map what happens, not what is supposed to happen. That includes the spreadsheet someone maintains on their own initiative, the whiteboard that planning really runs on, and the phone call that unblocks a line when the system says it should be stopped. Those are not failures to be eliminated — they are information about what the official system is missing.
What we follow
Three flows, traced end to end.
Information
Where each piece of data is created, who records it, in what system or on what paper, who needs it downstream, and how long it takes to get there.
Materials
Physical movement, intermediate storage, work in progress, and the points where quantity on the system stops matching quantity on the floor.
Decisions
Who decides what, based on which information, and how often that decision has to be made without the information that would make it a good one.
Traced across the full chain:
- Order intake
- Planning and scheduling
- Work order release
- Material issue
- Production execution
- Data recording on the floor
- Quality control
- Downtime and stoppages
- Rework and scrap
- Internal logistics
- Subcontracted operations
- Approvals and sign-off
- Stock reconciliation
- Dispatch
How it runs
On the floor, with the people who do the work.
Scope agreement
We agree which product families or lines to map. Mapping everything at once produces a diagram nobody reads.
Walk the flow
We follow real orders through the plant, at the pace they actually move.
Sit with the roles
Planners, line leaders, operators, quality, warehouse. Each one holds part of the process that is written down nowhere.
Collect the artefacts
The spreadsheets, the forms, the printouts, the screens. What people actually use is the best documentation there is.
Draw and validate
We build the map and take it back to the floor. If the people who do the work do not recognise it, it is wrong.
Diagnose
We mark the bottlenecks, the duplicated effort, the blind spots and the points with no traceability.
What you receive
A map that keeps being useful after we leave.
Current-state map
The real flow of information, materials and decisions, in a form your team can read and correct.
Findings register
Each issue with where it occurs, what it costs you in time, rework or uncertainty, and how confident we are in the estimate.
Quick wins
Changes that need no software and no budget approval. There are almost always several.
Digitalisation candidates
Where a system would genuinely help — and, just as important, where one would only add data entry.
Integration points
The specific hand-offs where connecting two existing systems removes manual work.
Target-state proposal
What the flow could look like, with the changes sequenced so each one stands on its own.
What we typically find
The same handful of patterns, in most plants.
The same number is entered by hand into two systems, and the two disagree by the end of the week.
Production status is known accurately only at shift end, so decisions during the shift are made on estimates.
A stoppage is recorded as a total duration, with no cause, which makes it impossible to act on.
Planning is re-done informally because the official plan stopped matching reality by mid-morning.
A critical step depends on one person who knows the exceptions by memory.
Traceability exists on paper and would take days to reconstruct if a customer ever asked.
None of these need artificial intelligence to fix. Most need a clearer process and a smaller amount of software than people expect.
Show us how the work actually happens.
A mapping engagement gives you a shared, accurate picture of your own operation — which is the thing every improvement afterwards depends on.
Show us how your factory works.
Let us look at your processes, identify where value is being lost, and determine where technology can actually help.