Production logged on paper and entered the next morning, if at all
Production, stock and orders on one set of numbers.
The plant knows what it made. The warehouse knows what it holds. Sales knows what it promised. When those three disagree, somebody spends a day finding out which one is right.
The questions we’d open with
A first meeting is not a demo. It is these four questions and a notebook.
If you can answer them off the top of your head, you probably don’t need us yet. If answering them means asking three people and opening two files, that gap is the thing we build against.
- How do you track production, supply chain and quality control today?
- What are your biggest operational inefficiencies, in your own words?
- How long after a shift ends do you know what it produced?
- Where does stock go missing between the plant and the distributor?
What it usually looks like first
01
02
Stock figures that differ depending on who you ask
03
Orders promised against stock that has already been allocated
04
Quality issues traced back by memory rather than by batch
None of this means the operation is badly run. It means the operation outgrew the tools that were right for it three years ago. That is a different problem, and a cheaper one to fix.
Where we start
Usually production capture at the line, so the day's output is a number by close of shift instead of by close of week.
We ship in slices rather than in one release. Something useful reaches real users within weeks of the design being agreed, and grows from there. You see whether it works before the bill gets large.
01
Map
02
Design
03
Build
04
Adopt
05
Run
What we usually build for manufacturing and fmcg
Who we talk to
FMCG companies, manufacturers
Where we meet
- Manufacturers Association of Nigeria (MAN)
- Industry expos
- Distributor networks
Start with the walkthrough, not the demo.
An hour on site, the four questions above, and an honest answer about whether a build is warranted. It costs nothing.