Put a Number on the Opportunity
Consulting starts where finance does: with the value at stake. We size the opportunity, build a business case you can defend and define the metrics that will show the return on the P&L.
Why Finance Can't See the Plant
The plant runs on output. The business runs on margin.
Every month, finance closes the books on numbers the plant produced weeks earlier. Downtime, scrap and slow changeovers show up as variances against standard cost, long after the shift that caused them has ended. By the time the question reaches the plant, the answer is buried in a spreadsheet and a few people's memories.
The problem usually isn't effort or intent. The plant and the ERP describe the same operation in different languages. Machines report states and counts. The ERP records transactions and standards. Somewhere between the two, people re-key, reconcile and approximate, and every hand-off costs accuracy and trust.
We close that gap from both ends. On the floor, we capture production, downtime and quality as they happen, in terms operators recognize. In the business systems, we map that data to cost centers, products and the KPIs finance already reports, so a lost hour on one line shows up as what it actually cost.
The result is a shared view of performance that operations can act on and finance can defend. Investment requests come with a business case built on real plant data, and the plant and the boardroom start every conversation from the same numbers.
Read: An Introduction to EBITDA and Financial KPIs
Read: An Introduction to Digital Transformation in Manufacturing
