In a manufacturing business the data already exists: the machines produce it, the ERP produces it, and so do the people on the floor. The problem is that it lives apart and only meets at the year end close, long after the decisions were taken.
An effectiveness index that drops tells you there is a problem, not which one. Break it apart and you see immediately whether the machine is stopped, running slower than planned, or producing parts for the bin. Three different problems with three different fixes, and treating them as one is why so many monitoring projects produce nothing.
On time delivery is the metric the customer feels and the one sales uses to sell. Measuring it per order and per product family tells you which work the business can actually deliver on time and which it cannot, and it changes how orders get accepted.
Scrap is paid material, consumed machine time and people’s hours, which in the accounts get spread around and become invisible. Seen by item and by stage, scrap points precisely at where to act, and it almost always concentrates in very few combinations.
Partly from the machines, where possible, and partly from people. The human part has to be effortless to enter, because capture that burdens the shop floor gets filled in from memory at the end of the shift and produces fake numbers, which are worse than no numbers.
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BUILDER designs and builds the system behind this guide.