Two demos show what plant tracking looks like: costs against plan (manufacturing, scrap, payroll, utilities) and the team by shift (attendance, skills, goals). Designed for manufacturing, including the automotive supply chain. Sample data.
When the accounting cut-off arrives, the variance has already happened. A comparison against budget during the month lets you react earlier.
Knowing that it is rising is not enough: you need to see what type it is and when it changed.
Who can run which station, who is absent and who can cover it gets worked out by hand every morning. A skills matrix makes it visible.
These dashboards are fed by what already exists: production, payroll and attendance reports in spreadsheets or in the administrative system. The first step is connecting those sources; the dashboard is what you see at the end.
If production data is recorded differently each time today, it is best to start with the diagnosis: define what is measured and where it comes from.
The complete path: diagnosis, dashboard and system.
A complete first step: one automated process and the dashboard that monitors it
Knowing how operations are going should not require asking for a report
Integration of information, processes and reports
Scope and budget agreed on together
Figures are for reference and serve as a starting point. The final amount is calculated on the scope we agree on and adjusted to each project’s budget.
They are demonstrations with sample data of what gets built. Each project starts from your sources, your line items and your rules.
From the sources you already have. Automations gather them and the dashboard displays them; there is no need to change systems to get started.
Dashboards can carry permissions by area, so each person sees what corresponds to them. This is defined in the proposal.
Personnel information is personal data: it is handled with role-based permissions and a log, and the data stays in the client’s accounts, which define their own privacy obligations.