Manufacturers know what was produced. Not how production ran.
Every plant is measured on output, yield and on-time delivery. Almost none can show the path an order actually took to get there — which site handled it, how many times it went back, and where the days went. RE-ViVE reconstructs that path from records your ERP, MES and quality systems already write.
Figures from a manufacturing order to cash engagement. Read the case study.
1Why
The machine is instrumented. The process is not.
Manufacturing has spent thirty years wiring up the shop floor. Sensors, OEE, SPC, downtime codes — the equipment is one of the most heavily observed things in the enterprise. The work that moves an order through the plant is not.
Every system holds one fragment of the truth
The order starts in ERP, is scheduled in MES, is inspected in the quality system, is picked in the warehouse and is shipped by the carrier. Each keeps an honest record of its own leg. None keeps the record of the journey.
Averages hide the sites that are actually costing you
A single cycle-time number is the average of plants that behave nothing like each other. Improvement programmes then get aimed at the average, which no site is running, instead of at the two that are dragging it.
Rework is recorded as work
A re-issued schedule, a second inspection, a corrected delivery note and a credit-and-rebill all look like activity in the system that recorded them. Only end to end does it become visible as the same order being handled twice.
The same order. Six plants. A five-fold spread.
Order to cash cycle time, days
8.4 days is the number the business reported. It describes none of these six plants, and it is the number every improvement target was set against.
Shape of a real finding. Site-level values are illustrative; the average, the two-to-sixteen-day range and the five-fold spread are from the engagement.
2Where
Where it shows up in a manufacturing business
Two families of process. The first runs the plant. The second runs through it, and is usually where the money and the customer promise sit.
Plant and production processes
Where capacity, quality and asset availability are won or lost.
- Production scheduling and planning
- Equipment maintenance and repair
- Maintenance work order management
- Quality control and inspection
- Inventory and raw material management
- Product lifecycle management
- Energy and resource utilisation monitoring
Enterprise processes running through the plant
Where cycle time, working capital and customer commitments are decided.
- Order to cash
- Procure to pay
- Supply chain and logistics management
- Risk and compliance
- Customer service and support
- Human resources management
- IT operations and ontology mapping
3How
How RE-ViVE gets there
No new instrumentation, no data warehouse programme and no curation layer to build first. Four steps, from access to a live view.
Point at data you already keep
Status histories, workflow logs and audit trails in the systems you already run. If a record carries a case identifier, an activity and a timestamp, it is enough.
Reconstruct the case, not the table
Records from separate systems are linked back into one case — a single order followed across everything that touched it, in the order it happened.
Compare designed against actual
The process as it was intended, set against every path it really ran. Variants, rework loops, waiting time and team differences are counted rather than estimated.
Keep watching
The view refreshes as the data does, so drift shows up as it happens instead of surfacing in the next review cycle.
4What
What becomes visible
Not a score or a maturity rating. The actual behaviour of the process, in units your plant managers and finance team already argue about.
The same order type, plant by plant, so improvement effort goes where the spread actually is rather than to the average.
Orders that went round twice — re-scheduled, re-inspected, corrected or credited — separated from orders that went round once.
How much of the cycle was someone doing something, and how much was the order sitting in a queue between two systems.
Where the order crossed a boundary — planning to production, production to warehouse, warehouse to billing — and lost time doing it.
How many distinct paths one designed process actually runs, and which of them carry the delay and the cost.
Which orders are drifting towards an SLA or delivery breach while there is still time to intervene.
Why do identical orders take two days at one site and sixteen at another?
Read the case studyStart with one process and one plant
Tell us the process that costs you the most to get wrong. We will tell you, before any commitment, whether the data you already hold can reconstruct it — and what you would see if it can.