Capabilities
Six practices, installed as one system.
Each of these is a discipline in its own right. Bought separately they compete for the same shift, the same data and the same supervisor. Installed together, each one makes the next cheaper to run.
01 — AI-Integrated Manufacturing
Models that run on the line, not in a pilot deck.
Most manufacturing AI dies in the gap between a promising pilot and a shift that has to use it at 2am. We scope against a payback, build on data your own people already generate, and hand over with the standard work rewritten so the model is part of the job rather than a screen nobody looks at.
01
Vision inspection
Defect classes defined with the quality team first, then a model trained on your parts, running at line speed with a defined escalation when it is unsure.
02
Predictive maintenance
Failure modes ranked by what they actually cost you in downtime, then prediction only on the assets worth predicting — routed into the maintenance plan, not into an inbox.
03
Forecasting
Demand and production forecasting that planners will override less often than the spreadsheet they use today, with the error tracked openly.
04
The data layer
Shop-floor capture, master-data cleaning and a single definition per metric. Bad data is a cost and it is measurable.
02 — Greenfield Projects
Bare land to first article, with the intelligence designed in.
The cheapest moment to design a smart plant is before the floor is poured. We run greenfield delivery from the demand case through commissioning and ramp, and we draw the data architecture at the same time as the layout — because retrofitting connectivity into a finished building costs several times what designing it in does.
01
Feasibility & capacity
Demand case, capacity model, site options, capex envelope and the number the board actually has to approve.
02
Layout & flow
Material flow, line balance, storage strategy and ergonomics settled on paper, where changing your mind is free.
03
Equipment & vendors
Specification written to your process, not to a brochure. Technical evaluation, negotiation support and delivery control.
04
Commission & ramp
Validation, trial runs, standard work written on the shift that will use it, and the ramp driven to rate.
03 — HRMS & Workforce Systems
The shop floor’s operating system for people.
A plant runs on who is present, what they are certified to do and whether the incentive points the same way as the standard. Most manufacturers have that information in four systems and one supervisor's head. We design the structure, then implement the system that holds it.
01
Org & manpower
Org design, manpower norming, span of control and the honest answer to how many people the line needs.
02
Skills & certification
Skills matrix, multi-skilling plan and certification that gates who may run what.
03
Time & attendance
Shift patterns, attendance capture, leave and overtime rules, integrated with payroll rather than reconciled against it.
04
Performance & reward
Appraisal, incentive and retention design that pays for the behaviour the standard work asks for.
04 — Total Quality Management
Quality built in, not inspected in.
Inspection finds defects. It does not stop them, and it is the most expensive place in the plant to discover a problem. TQM moves the decision upstream: the process is capable, the operator can see when it drifts, and the fix is standard rather than heroic.
01
Policy deployment
Objectives cascaded to the line with a daily management routine that actually gets run.
02
Statistical control
SPC where the process warrants it, MSA and gauge R&R so the measurement itself is trusted.
03
Problem solving
8D, A3 and root-cause discipline taught on live problems, with closure verified rather than declared.
04
Supplier & customer quality
Incoming quality strategy, supplier development, and complaint closure that changes something upstream.
05 — Total Productive Maintenance
The machine is available because the operator owns it.
TPM is not a maintenance programme. It is the transfer of ownership for machine condition from a department to the shift that runs it — which is why it fails when it is launched as a poster campaign and works when it is built with the setters and the operators.
01
Autonomous maintenance
Cleaning, inspection and lubrication standards written by the operators who will do them, with the abnormalities they find actually closed.
02
Planned maintenance
Criticality ranking, task frequencies, spares strategy and a planning system that survives a busy month.
03
OEE loss trees
Availability, performance and quality losses separated down to the six big losses, so the improvement lands where the loss is.
04
Changeover reduction
SMED run with the setters on the actual changeover, not in a classroom.
06 — ESG & Sustainability
Compliance that survives an audit. Energy that stops leaking.
Sustainability work pays for itself twice: once as energy and utility cost taken out, and once as the compliance position that keeps a customer's auditor satisfied. We do the cost work first, because it funds the rest.
01
Energy & utilities
Mapping, sub-metering and the three biggest losses, priced before anything is bought.
02
Carbon accounting
Scope 1, 2 and 3 built on the same shop-floor data the OEE model already consumes.
03
Audit systems
HIGG FEM, ZDHC, ISO 14001 and ISO 45001 built to survive an audit rather than pass one.
04
Water & waste
Effluent, water balance and waste treated as measured process loss rather than as a compliance line item.
Where to start
Most engagements start with two weeks on your floor.
You get the constraint, what it is costing, and a priced plan — and you keep all three whether or not you engage us.