Transformation programmes die at the handoff — the moment the firm that diagnosed the problem passes it to the firm that has to solve it. The Orbit Method exists to remove that moment. The same team walks your floor, writes the roadmap, builds the system and stays until it's being used.
Scroll through the phases — the visual tracks where you are. Scattered signal resolves into a stable structure as the programme progresses.
See the floor as it really is. We spend time on your line, across shifts, watching the work. We map how things actually happen versus how the SOP says they do, trace where data is created, and identify every point where it stops moving. No assumptions carried in from another client's plant.
Deliverable Current-state operations and data-flow map, quantified loss analysis, system landscape review.
A roadmap with a business case attached. What to fix first, what to configure versus build versus buy, what it costs in time and budget, and what each phase returns. Sequenced so the first phase funds the argument for the second — because programmes that show a number moving in ninety days survive budget reviews, and ones promising value in year two rarely do.
Deliverable Phased roadmap, costed business case, build-vs-buy recommendation, architecture direction, risk register.
Engineered for your floor, not a template. Machine connectivity, a unified operational record, and digitised workflows across the functions in scope — connected into your existing ERP and MES rather than replacing them. Delivered in phased releases so something is in production early and extended against real feedback.
Deliverable Working software in production, connected assets, documented integrations, operator and leadership interfaces.
Until the floor owns it. Go-live is the midpoint. We train supervisors and operators, redesign the daily management routine around the system, measure whether the numbers actually moved against the baseline, and stay on for support as the operation changes — so it scales beyond the first plant instead of decaying into another legacy tool.
Deliverable Trained users, redesigned management routines, benefit realisation report, support agreement, rollout playbook.
Five commitments that hold regardless of the engagement size. They exist because each one addresses a specific way these programmes go wrong.
We don't recommend a technology, a phase or a vendor before we've been on the floor. Prescription without diagnosis is how plants end up with software that solves someone else's problem.
Every deliverable has one accountable person on our side and one on yours. Shared ownership is unowned in practice, and it is the reason actions age quietly for months.
Every claim we make carries a measurement or an acknowledgement that we can't measure it yet. Where a benefit didn't materialise, we say so — a partner who can't be honest about results can't be trusted about the next phase.
Operators and supervisors are involved in design, not just training. If the people expected to use it weren't consulted, adoption is being left to chance.
Documentation, code ownership, admin training and handover are built into every engagement. We'd rather compete on being worth keeping than on being difficult to leave.
We turn down work where we don't think we'd add value, and we cap concurrent engagements deliberately. In a referral-driven market, one over-committed project is expensive for everyone.
Progress, blockers, decisions needed. Sixty minutes, agenda circulated beforehand, decisions logged. Not a status update read aloud from a slide.
From the first build sprint onwards, you see the actual system rather than a mockup. It keeps feedback grounded and stops divergence between what was specified and what's being built.
Against the roadmap and the business case: what shipped, what moved, what changed, what it cost. Variance discussed openly rather than smoothed over.
Each phase ends with an explicit decision to continue, adjust or stop. You are never committed to phase three because you approved phase one.
Measured results against the pre-implementation baseline, in the same units the business case used. Published internally whether the news is good or not.
The standard route. Two to four weeks on your floor and in your systems, ending in a costed, sequenced roadmap. Fixed fee, standalone value, yours to keep whether you build with us or not.
For programmes that already stalled. One to two weeks diagnosing why, what's salvageable, and what finishing it would take — including work started by someone else.
When you need internal proof before a wider commitment. One line instrumented and digitised end to end, with a measured before and after that becomes your business case.
A fixed-scope engagement. We walk your floor, map where data breaks down, and hand you a costed roadmap — whether or not you build any of it with us.