Forty-eight machines, four decades of controls, three sites. One record of what each spindle does, what it uses and what each part costs.

Site A, the main hall

Twenty-four machines: five-axis centres and twin-spindle lathes from the last ten years with current controls, a row of 2000s lathes with enclosures and pendants, and the measuring room whose coordinate measuring machine writes a result file per part. The ERP runs here. Two people look after all of it, the network included.

Site B, forty kilometres away

Fourteen machines, taken over with a workshop in 2015 and kept on its own habits: its own shift calendar, its own route-card layout, controls a generation older. The owner visits on Thursdays and reads the whiteboard.

Site C, the old hall

Ten machines: six 1990s lathes whose controls have a serial port and nothing else, and four conventional machines with no electronics at all. The men who run them know every set-up by heart and three of them are over sixty.

Hours of the 80 planned per machine and week, as the counters say when they are read on Friday. The grey slice is the hours no one can place: the counter and the booking do not meet.

The newest machines are the least blind. The oldest hall has the most unknown hours and the lowest cutting share, and it is where the per-part cost question is hardest to answer.

Monday, seven o'clock, today

The production head has three spreadsheets open, one per site. The counters were read on Friday afternoon, so the weekend shift is a guess. A buyer's purchasing department has asked, for the third time this quarter, for the kilowatt-hours behind a valve-body part number, and the controller has blocked Wednesday to assemble the answer from the ERP, the site meter and the route cards. Nobody in the building can say what the six lathes in the old hall did last week, other than the men who ran them.

Three halls, the office with the ERP, one record. Each dashed line is one outbound path from an edge computer in that site's OT zone; nothing on the shop floor is reachable from outside it, in the sense of IEC 62443 zones.

Loom: four doors, one Datenpunktliste

Loom is software. It runs on an edge computer the group already owns in each hall and reads machines through four doors. Loom AI proposes which signals to record from what the control exposes; a person confirms each list, and a supervisor approves each connection before its first reading. Every commissioning leaves two documents behind: the Datenpunktliste and the Inbetriebnahme-Protokoll.

Pragmatos Live: the hall board

Pragmatos Live shows each machine's state as it is, and OEE per machine, line and shift on that site's own shift calendar, counted to ISO 22400-2. When more than 10 % of a shift is unknown, the OEE is withheld rather than shown; the grey slice on Sheet 2 becomes a visible gap instead of a flattering number. A machine that misses three poll cycles is marked out of contact. A 1990s lathe through an I/O box is counted the same way as a five-axis centre over OPC UA.

Pulse: the quantities a machinist argues about

Pulse times every set-up from last good part to first good part, keeps tool life in parts and minutes per tool, holds spindle vibration against a per-spindle limit after ISO/TR 17243-2, and records axis drift from the ballbar test after ISO 230-4. Each figure carries how much data it rests on.

Orbis, Flow, Decisions, Fabric, Command

Orbis proposes: a changeover order for Thursday, a tool change before the lot and not during it, and shows the readings it used and what it cannot tell. Flow hands a confirmed proposal to the work order in the ERP over REST or as a CSV file. Decisions keeps one chain per part: which machine, which tool, which gauge, which person confirmed what, so that an AS9102 first-article file or an IATF 16949 audit question is answered from the record. Fabric is the CNC pack that gives the above its machine-specific vocabulary. Command puts the three sites in one view for the owner's Thursday.

Deployment: on premise in your plant, in your own cloud, or both. Nine roles against the group's own identity provider. A software bill of materials comes with each release.

The weakest row

R2 rests on the shift leaders entering a reason for each stop and on someone working the recurring reasons. The record makes the stop visible; it does not remove it. Halve C-14 to 5 % and R2 is €49,215. R1 is the firmest: set-up time is measured on every machine from week 11, and five minutes on fifty-five is the slowest fifth brought to the middle, not a new method.

Shown, not counted

• First-pass yield per machine, once the measuring-room files join the record. No euro is attached because the scrap rate is the group's to enter.
• Delivery reliability: the ERP has it; the record adds the machine hours behind each late order.
• CO2 per part: kWh per part times the emission factor of the contract. The kWh side is in R4; the factor is entered, so the tonnes are shown and not priced.
• Spindle and ballbar trends: shown per machine, not priced, because a spindle that does not fail has no invoice.

This is the sheet a controller sends back to a buyer with the readings behind it. Material, tooling, inspection and margin are added by the group. With the emission factor of the electricity contract entered, the CO2 line follows.

• Planned hours (165,440) count two shifts on 235 days; a third shift raises C-04 and R2 with it.
• R1 and R2 are both priced at the machine-hour rate and do not overlap: R1 is set-up minutes, R2 is unplanned stop hours.
• R3 counts people's days, not machine hours. R4 counts kilowatt-hours and nothing in R1 to R3.
• The Destatis price (S3) is a national average by band; the contract price replaces C-26.
• Four results and no overlap means the total is a sum, not a saving on a saving; a result the group does not recognise is struck out, and the others stand.