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Case study · Data & Analytics
A manufacturer joined plant, sales and finance data so leaders stopped arguing about whose report was right.
The challenge
The manufacturer ran several plants, each with its own systems for production, stock and sales. Every month analysts exported files, cleaned them by hand and pasted them into slides. Two people could build the same report and get different answers.
Leadership could not compare plants fairly because the same word meant different things in different places. A late order, a unit of output or a margin was measured differently. Any new dashboard would only spread the confusion unless the definitions were settled first.
Our approach
We held workshops with finance, operations and sales to write down plain definitions for the measures that matter. Disagreements were settled once and recorded.
We modeled a central data warehouse around the business, with products, plants, customers and orders as the main building blocks.
We built automated pipelines that pull from each plant system, check the data and load it on a schedule. Failed loads raise an alert instead of a silent gap.
We built dashboards with the people who would use them daily, then trained analysts to extend them so the team can run the platform on its own.
What we built
Plant, sales and finance data sit in one place with shared definitions.
Scheduled jobs collect, clean and check data from every plant system.
Leaders see output, stock and margin by plant, product and customer.
Rules flag missing or odd values before they reach a report.
What changed
Analysts stopped copying and cleaning files and spent their time on questions instead.
Shared definitions let leaders compare plants on the same basis for the first time.
Meetings moved from debating whose number is right to deciding what to do next.
Technology
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