The recall question comes, and the trace runs through one person.
Lot traceability lives across production schedules, spreadsheets and the person who built them. The answer exists. Getting to it inside the window is the problem.
Trace one lot end to end
Two to four weeks following a single lot from receiving through production to the customer, using the records you keep today.
Build it into the systems you run
Traceability and yield reporting go into your production and inventory systems, not into a binder.
Add engineers you do not have to hire
Most operators in this sector run a small technology team or none at all. We bring engineers who have shipped inside production scheduling and traceability.
The answer is in a spreadsheet and one person’s memory.
You can reconstruct a lot. It takes hours, it needs the person who built the workbook, and the regulator’s window does not move.
We trace one lot, then build the first piece.
An engineer works through a real lot with your production and quality leads. We pick the gap that costs the most under a recall, build it into the systems you already run, and stay after launch, because month two is when the real exceptions surface.
Lot traceability
Receiving, production, packaging and shipment tied together so one query answers the question.
Production scheduling across plants
The changeovers and short runs your schedulers currently balance by hand.
Yield and give-away
Where the material goes that never reaches a case, measured from the systems that already record it.
Engineers who stay past launch
The same engineers through month two and three, when the exceptions nobody mentioned start appearing.
Twenty years of proving systems hold under load.
Twenty years of delivery, more than a thousand performance engineering and QA projects, and engineers in twelve countries.
The weak point already has a name.
Your quality lead can name where the trace breaks under a recall. We bring engineers who have shipped inside production and quality systems and who work in the tools you run.
The order is still an argument.
More candidates than you can fund, and no agreement on which comes first. Two to four weeks on one problem, ending in an order of work and a first piece scoped.
Start with a conversation
You have more gaps than you can close at once, and no agreement on which comes first. We score them against what your production and inventory systems will carry, then name the one to start.