The Control Stack
Everything between the PLC and the P&L, mapped as one connected operating stack.
PROCESS DESIGN
Redesign how the work moves through the building.
When demand is real but the building can't keep up, the constraint usually isn't the market — it's the flow, the control layer, and the gap between the schedule and the floor. We redesign all three, prove it on one line, then standardize it across every site you run.
── WHEN THIS IS FOR YOU ──
01
Demand is outrunning what the plant can make.
Orders you can't fill and lead times you can't defend — and adding people or shifts stopped buying capacity a couple of hires ago.
02
The line can't tell you where it actually stops.
Your control system reports after the fact, so the real constraint is a matter of opinion instead of something the data points to.
03
The schedule and the floor run on different truths.
Planning works from what was supposed to happen; the floor works from what actually did. Nobody's reading the same number.
04
You're standardizing a process across sites — or about to.
You're growing by adding plants, and the last thing you want is ten different ways of making the same thing.
── WHAT YOU GET ──
Outcomes, not deliverables.
01 · OUTCOME
A flow rebuilt for volume
Layout and sequence redesigned around takt and the real material movement nobody's measured — so the building produces more without more square footage.
02 · OUTCOME
A line you can see in real time
Instrumentation, PLC integration, and SCADA so the line tells you where it's slowing and where it's about to stop — every shift, not in next week's report.
03 · OUTCOME
Schedule and floor on one truth
MES execution — work orders, routing, quality, traceability, live performance against plan — so people run from what's happening, not yesterday's plan.
04 · OUTCOME
One standard, not a one-off
The redesign packaged as a repeatable standard — same process, same control logic, same numbers — so the second site doesn't start from scratch and the tenth runs like the first.
05 · OUTCOME
An honest read before capex
We find the constraint with data first. If the gain is in the flow, you don't buy a building. If it genuinely needs capital, we'll say so — and tie it to a specific number.
06 · OUTCOME
A new plant you can defend
For greenfield work: front-end engineering through FEL-1, with the cost estimate, production model, projected payback, and the sensitivity analysis behind the investment.
── CONTROL & EXECUTION ──
We do not stop at process flow. We build the control and execution layer that keeps the redesign stable, visible, and scalable across sites.
── HOW WE WORK ──
Every plant has a fingerprint — the flow, the constraints, the people, the legacy equipment. None of it generalizes, so we don't bring a template. We bring engineers to the floor.
01MEASURE
Time, travel, station balance, downtime, the gap between schedule and reality. Most of it has never been measured. We measure it.
02FIND THE CONSTRAINT
Not the one everyone complains about — the one the data actually points to.
03REDESIGN & PROVE
New layout and sequence, with the control and execution systems to hold it. Validated on one line before it goes anywhere else.
04ROLL IT OUT
One proven standard, replicated site to site, on a SCADA and MES backbone that makes every plant legible the same way.
── FLOOR VISIBILITY ──
This is what operators and leaders run from in real time: one view of throughput, uptime, and station state.
The Live Dashboard
A concrete view of what goes live on the floor: OEE, uptime, station state, and throughput in one screen.
CASE STUDY · BANDIT INDUSTRIES
“I have never seen a company move so quickly before on changing the organization, lining up participants, and getting buy-in.”READ THE FULL CASE ▶
OUTCOME
2×
Monthly throughput on the same footprint — no major capex
── FAQ ──
Do you only work on existing plants, or new ones too?
Both. Brownfield: take the plant you already have and re-engineer it to produce more on the same footprint. Greenfield: take a concept to a buildable, financeable facility — we've owned front-end engineering through FEL-1, including the financial model that justifies the investment.
We've tried Lean and the gains walked back out. Why is this different?
Common story. Most redesigns that don't hold failed at the control and execution layer, not the layout. We build the SCADA and MES that make the new flow visible and keep it from drifting back to the old way three months later.
How quickly does throughput actually move?
On a targeted line, usually a measurable lift in 8–12 weeks. Faster when the constraint is informational — visibility, standard work. Slower when it's structural — layout, equipment, a control system that has to be rebuilt.
Do we have to commit to every site up front?
No. We prove the redesign on one line, in one plant. Standardizing across sites is an option you take once the first one works — not a condition of starting.
Will this mean new software or platforms?
Sometimes. Often the gain comes from using what's already on the floor more deliberately. When new tooling is the right answer, we'll say so — and tie the spend to a specific metric, not a category.
Tell us where the line stops.
30 minutes, working session. Bring the constraint that's capping output and we'll walk you through how we'd attack it — or tell you straight if Axiom isn't the right fit.