What it’s for

Plant managers

Running a plant

You run the plant, and the reporting runs you.

• A one-page brief every morning: yesterday's numbers by line and department, against the same day last week.
• The problems that need a decision, with what they cost. On the demonstration, scrap on HB03 ran $24,421 in March against a usual $10,705.
• Every fix becomes a plan, checked on its review date.

COOs and operations leaders

Running several plants

Six plants, six spreadsheets, and the numbers never agree.

• Every plant on one set of definitions, confirmed with your people, so plants are compared fairly.
• A warning wherever the data can't be trusted. On the demonstration, 1,252 order lines had their promise date moved to the ship date after shipping, which made on-time delivery look better than it was.
• Findings ranked by what they cost, so the next visit goes where the money is.

Owners, private equity, holding companies and boards

Owning several companies

You see your companies once a month, in packs someone else built.

• Every company side by side, read straight from its own systems. On the demonstration, Alpha shipped $1.79M last month and Beta C$735k, each in its own currency and never added together.
• Problems flagged the week they start, not at the month-end review. One agent noticed a top customer with no contact in 107 days.
• The same definitions in every company, so a board compares like with like.

Buyers, after closing

The first 100 days after an acquisition

You've closed. Now you need to know what you actually bought.

• The data health report from setup shows where the company's records mislead: the catch-all codes, the moved dates, the shift that books scrap its own way.
• A baseline as soon as setup is done, read from the company's own systems rather than from the seller's presentation.
• The findings feed the 100-day plan, and each action in it is judged on its review date, so you know which fixes worked.

Platform companies

Folding in an add-on

The add-on keeps its own ERP, and its numbers mean something different.

• VERUS reads the add-on's systems and maps them to the same definitions as the platform company, with no ERP project first.
• From the first month, the new plant sits beside the others in the owner's view and the plant comparisons.

New plant managers, operating partners, interim leaders

A new leader's first weeks

You've just arrived, and everyone has a story about the numbers.

• The plant's real picture in days: where scrap, downtime and late orders concentrate, and which customers are slipping.
• Every number shows how it was worked out and how current it is, so you can tell a fact from a habit.

Continuous improvement and cost programs

Proving the improvement worked

The program is busy. Did the number move?

• Each plan carries the measure it will be judged by, taken when the plan is accepted, and measured again on its review date.
• Outside prices separate what the market did from what you did: a starter agent watches scrap cost against steel prices and stays quiet when the market explains the move.

Owners preparing a sale

Getting ready to sell

Before buyers look, know what they will find.

• The data health report shows the problems a buyer's diligence would question, while there is still time to fix the processes behind them.
• Numbers that show their work hold up better in front of a buyer than a pack built for the occasion.

A natural fit for what VERUS does today, though it has not yet been used in a sale.