The floor already knows where the bottleneck is.
Software's job is to make it visible, measurable and somebody's responsibility. We build the systems that connect what happens on the line to the decisions made about it.
The gap between the plan and the shift.
Production plans are made in an office. They meet reality on a floor where a machine is down, a batch failed inspection, and the operator has already worked around both without telling anyone, because working around it is the job.
By the time any of that reaches a report, it is a number in a monthly summary, long after anyone could have done something about it.
Closing that gap is mostly a systems problem: capture what actually happened, close to when it happened, in a form somebody can act on during the same shift.
Select a station to make it the constraint.
Machining is the constraint. Everything upstream queues behind it, and everything downstream sits idle.
The line can only run as fast as its slowest station. Move the constraint and the whole number moves, which is why measuring it matters more than optimising everything at once.
From the line to the decision.
Built for people wearing gloves, standing up, in a hurry.
Production and shift tracking
What ran, how much, how long it stopped and why, captured at the line rather than reconstructed from memory at the end of the week.
Scheduling and capacity
Plans that account for the constraints that actually bind: changeover time, labour, and the machine everyone knows is unreliable.
Quality and inspection
Checks, defect capture and traceability, with photographic evidence attached to the batch record instead of sitting on somebody's phone.
Maintenance and downtime
Why a line stopped, how often, and what it cost, recorded consistently enough that you can argue with it at a budget meeting.
Computer vision on the line
Where a camera genuinely beats a person: counting, presence and absence, surface defects, and safety compliance that nobody wants to police manually.
Traceability
Batch to shipment and back again, for the day a customer, an auditor or a regulator asks, and they will ask on the worst possible day.
We start by standing on the floor.
You cannot design this from a conference room, and the process document is never what actually happens.
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Observe a shift
Including a night shift, and including the workarounds. What people actually do is the requirement; what the document says is a hypothesis.
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Instrument
Capture at the point of work, in seconds, on hardware that survives the environment. If it adds a minute to the job, it will not be used.
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Make it visible
On the floor first, for the people who can act within the hour, then upward for the people who plan the month.
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Tune
Now that the bottleneck is measurable, move it, and find out where it went, because it always goes somewhere.