Manufacturing
See throughput, downtime, inventory, and quality in the same conversation.
Orders, machines, inventory, quality, maintenance, scheduling, and labor already generate information. BlackPeak connects plant reality to the decisions leadership makes about capacity, scrap, and customer promises.
The problem
The plant already knows. The meeting still waits on the export.
Throughput, downtime, inventory, quality holds, maintenance, scheduling, and labor sit in different logins. Supervisors see the stop. Planning sees the promise date. Finance sees scrap later.
A gearbox that keeps failing, a SKU that is under cover, or a shift whose yield dropped after changeover will show up in margin and missed promises. They should show up in this week’s operating view first.
Illustrative example
Line 3, inventory cover, and second-shift yield.
The sample plant week is Line 3 unplanned downtime putting Order 884 at risk, SKU 40-B below cover while 12-A is overbuilt, and first-pass yield down after Thursday’s changeover. Illustrative only — not a client result.
BlackPeak · Plant week
IllustrativeProduction · this week
Throughput, downtime, orders, yield
Throughput vs plan
91%
week to date
Unplanned downtime
6.8 hrs
Line 3 majority
Orders at risk
3
promised this week
First-pass yield
95.2%
second shift down
Exceptions needing review
Items that moved enough to affect this month
Line 3 unplanned downtime
M-219 · 5 days
4.1 hours this week. Two of the last three stops were the same gearbox. Order 884 promised Friday is now at risk.
Promise date
Finished-goods vs order book
M-224 · This week
SKU 40-B is 18% below the two-week cover target while SKU 12-A is overbuilt.
Inventory
First-pass yield, second shift
M-231 · 2 days
Yield dropped from 97.4% to 94.1% after the Thursday changeover. Scrap cost is already visible in the week.
Quality
Line performance vs plan
- Line 197
- Line 293
- Line 371
- Line 590
- Packaging88
What BlackPeak does
Connect the floor to the promise.
We start with plant and leadership questions about throughput, downtime, inventory, quality, maintenance, scheduling, labor, and performance versus plan. Then we connect production, ERP, quality, maintenance, and shipping so the same week is visible to operations and finance.
Downtime as a promise-date problem
Repeating stops are not only a maintenance log. They are orders that will miss unless planning sees them in time.
Inventory against the book
Overbuilt and under-covered SKUs should appear together, not in separate inventory and sales conversations.
Quality as an operational signal
A yield drop after changeover belongs next to labor and schedule, not only in a quality-department report.
Systems and information
The information is usually already in the building.
We do not begin by replacing the software used to run the work. We begin with the decisions leadership is trying to make.
- Production
- ERP
- Inventory
- Quality
- Maintenance
- Orders
- Scheduling
- Costing
- Shipping
- Labor
What you receive
A working view of this operation.
- A plant operating view of throughput, downtime, inventory, quality, and labor
- Exception lists for at-risk orders and repeating stops
- Shared measures for operations and finance
- A path to keep the view current as the schedule changes
The business outcome is fewer surprises at the promise date and less time reconciling the floor with the books.
Start with the decisions this organization needs to make.
An executive consultation reviews the systems you already have, the reports managers wait on, and where integration, dashboards, automation, or AI would actually help. The next step, if there is one, is usually a conversation — not a software purchase.