Production and inventory disagree.
Conversions, scrap, rework, units of measure, and delayed transactions slowly separate system inventory from physical reality.
Manufacturing systems & technical operations
Connect the floor, warehouse, and finance office. Without replacing everything that works.
I help manufacturers, processors, and distributors align production, inventory, quality, finance, data, and site technology around the way the operation actually runs.
ERP implementationrequirements through stabilization
Inventory → financecontrols across the handoff
APIs + dataconnected operating visibility
Multi-site scopestandards that survive reality
Where friction hides
Physical work and digital systems rarely fail in the same place.
The visible problem may be a count, label, report, or late close. The cause is often an unclear handoff between people, equipment, applications, and financial controls.
Manual handoffs become controls.
Key checks depend on email, memory, paper, or spreadsheets because the core systems stop short of the actual workflow.
The ERP does not match the operation.
Teams work around configurations designed without enough attention to floor behavior, ownership, exceptions, and usable data entry.
Reporting arrives after the decision.
Operations, sales, inventory, and finance data require recurring exports and reconciliation before anyone trusts the answer.
From the floor
Anonymous regulated-production case study
Make physical inventory useful—not merely recorded.
A room of bulk biomass was technically traceable, but the material itself did not carry enough consistent information for packaging, storage, or sales teams to use it efficiently.
Compliant, but not operationally useful.
Each container had the required traceability sticker, a separately purchased single-color grade label, and a handwritten internal batch ID. Strain, harvest date, expiration, and quality information were not communicated consistently.
One repeatable labeling workflow.
I designed a controlled Google Sheets inventory record synced to a Brother label printer. Every label included the full scannable UID, internal grade, expiration date, strain, and harvest date.
Captured once
Weight was recorded in the regulated traceability platform and a separate controlled operating sheet.
Visible at the container
The physical label carried the information people needed without relying on memory or inconsistent handwriting.
Usable downstream
Packaging, bulk storage, and bulk sales could scan the complete UID into downstream systems and work from the same identity.
From the scale
Anonymous trim-processing automation
Turn every weight into a control—not another line to re-enter.
A familiar floor workflow became a closed-loop production system connecting material allocation, completed work, returns, payroll, quality feedback, and batch yield.
Paper captured the event, but not the full material story.
Allocations, completed weights, and returns began on handwritten worksheets. The information was later entered or modified through forms, creating delay and repeated opportunities for transcription errors.
The scale reading moved directly into the tablet workflow.
I retained the form employees already understood, used 232key to pass the live scale reading into the tablet, and added a separate allocation capture so every returned weight had a reliable starting point.
Each batch could be reconciled while work was still underway.
All responses rolled into one reporting layer that calculated returned weight as a percentage of allocation, compared results across the team, and surfaced missing material while the batch was active—sharply reducing product loss.
Year-to-date operating scale
Rounded operating metrics; the company remains anonymous.
10,000+allocation records
4,800+completed-weight entries
2,200+worker-by-batch comparisons
~10,000 lbreturned material measured
What the data enabled
Payroll received commission-ready weight reporting. Processing could compare grade output and returns by batch. Cultivation could combine finished flower weights with room and plant data to measure yield per square foot or per plant—and ask the question that mattered: Was the yield worth the effort?
Built in active operations
I work across the full system—not only the application layer.
My experience spans ERP, production workflows, inventory controls, data integration, reporting, scales, labels, mobile devices, networks, access, vendors, and the human work of implementation.
Production technology in context
The system extends all the way to the workstation.
I have implemented mobile data-entry devices, weigh stations, custom label systems, IoT displays, networks, cameras, and access controls—then connected the captured activity to inventory, payroll, quality, finance, compliance, and executive reporting.
Scales, labels, mobile forms, material allocation, returns, quality grading, and employee-level production records.
Inventory reconciliation, transaction integrity, yield, unit economics, production quality, and exception visibility.
API and BigQuery foundations connecting production, inventory, sales, finance, compliance, and recurring WTD/MTD/YTD reporting.
End-to-end systems
Design around the operating cycle, not the software menu.
I map requirements, transactions, controls, data, and ownership across the workflows that determine whether the business can produce, deliver, and close reliably.
Order to cash
Demand · quoting · orders · allocation · fulfillment · invoicing · customer visibility
Plan to produce
Materials · schedules · work orders · data capture · quality · yield · finished goods
Procure to pay
Purchasing · receiving · approvals · vendor records · landed cost · payment controls
Record to report
Reconciliation · costing · close · KPIs · variance analysis · management reporting
How I help
Start where the operation is losing trust, time, or margin.
Manufacturing systems audit
Map workflows, systems of record, handoffs, controls, vendor cost, operational risk, and the highest-value changes.
ERP requirements & delivery
Translate operating needs into requirements, configuration, data, testing, controls, training, and a practical rollout.
Inventory & reconciliation
Strengthen units, conversions, transactions, exception handling, counts, costing, and repeatable checks.
Data & reporting
Integrate applications and automate recurring reporting so leaders can see production, inventory, sales, and finance together.
Floor & site technology
Design practical data entry, scale, label, device, network, access, and display systems around frontline work.
Vendor rationalization
Reduce overlap, improve accountability, standardize the environment, and align technology spend with operating value.
A strong fit
For operations where software has to meet physical reality.
Questions before we start
Start where production data loses contact with the work.
A focused manufacturing systems assessment can identify whether the constraint is process, capture, integration, ERP design, or ownership.
What manufacturing systems problems do you solve?
I focus on the gaps between production, inventory, quality, warehouse activity, finance, and reporting. Typical work includes manual production capture, unreliable inventory, disconnected scales or labels, ERP workflow gaps, repeated reconciliation, and leadership reporting that arrives too late.
Do we need to replace our ERP before improving operations?
Usually not. I first determine what the current ERP should own, where the process is failing, and whether targeted workflow, integration, data, or control improvements can solve the problem. Replacement is appropriate only when the operating and financial case supports it.
Can you connect floor hardware to business reporting?
Yes. My experience includes scales, label printers, tablets, mobile capture, production forms, inventory records, APIs, and reporting layers. The objective is to capture trustworthy information where the work occurs and make it useful downstream without repeated entry.
How does a manufacturing consulting engagement begin?
A practical starting point is one high-friction workflow such as production reporting, material allocation and return, labeling, inventory reconciliation, or period-end reporting. I follow the work, quantify the failure cost, and define the smallest durable improvement.
Start with the constraint
Where does the operating flow break?
Describe the handoff, count, system, report, or recurring exception your team is fighting. A finished scope is not required.