Smart Operations
Decide what to build before you build it
We advise on smart factory and smart operations: mapping the processes, assessing what the site can technically support, and writing the business case that says whether it is worth doing at all.
What to expect
- 2-4 weeks
- From first walk-through to a costed scope
- 1 line
- Is usually the right size for a pre-project
- 0
- Obligation to buy anything at the end of it
Most digitalization projects fail in the scoping, not the software
The pattern is familiar. A platform gets bought, three integrations get built, dashboards go up, and eighteen months later nobody uses them, because nobody mapped which decisions were actually being made and what they needed to be made well. Advisory work is the cheap part of the project, and it decides the expensive part. We walk the processes, look at what the equipment and the systems can genuinely deliver, quantify the loss that is worth attacking, and put a scope and a business case in front of you. Sometimes the answer is a pre-project. Sometimes it is that the money belongs somewhere else this year.
What the advisory work covers
Process mapping
We walk the flow with the people who run it: what actually happens between order and pallet, where the handovers are, which registrations exist, and which decisions are being made on a feeling because the number is not there.
Technical assessments
What can this site actually deliver? Controls, protocols, network, existing sensors and systems, and what each machine can be measured on without a rebuild. The honest version, including the machines that will need hardware.
Business cases
The loss quantified, the intervention costed, and a payback period you can take to a board. Written so the numbers can be argued with, rather than a vendor slide with a percentage on it.
Pre-projects
A bounded first step on one line or one machine, with a defined question it exists to answer. Cheap enough to be wrong, real enough to prove whether the full scope is worth committing to.
KPI and target design
Which numbers this organization should be run on, how they are defined, who owns each one, and what happens in the daily meeting when one of them moves. Measurement nobody trusts changes nothing.
Roadmap and ways of working
The order to do things in, and how the new numbers land in the shift handover, the board meeting, and the improvement work. This is usually the difference between a project and a habit.
How we work
- 01
Map
We walk the processes with the people who run them, and write down the flow, the registrations that exist, and the decisions being made without data.
- 02
Assess and quantify
What the equipment and systems can technically support, and what the loss is worth. This is where a business case either holds up or does not.
- 03
Scope
A prioritized roadmap and a bounded first step, whether that is a pre-project with us, a project with a partner, or nothing this year.
Product view
Advisory ends in something you can decide on
A mapped process, an assessment of what the site supports, a costed business case, and a scoped first step. If it goes ahead, this is the picture the build is aimed at.
