Use case · An investment
An investment for an existing line, with what each option gives up in plain view.
Every option run on one model of the line as it is, scored on six sections against today, and the answer checked against your priorities and against chance before anyone signs.
Every option's business case rests on its own assumptions. On one model of the line they become comparable, and the question turns to what matters most.Every option on the table has an advocate and a business case, and the business cases were built on different assumptions. Run on one model of the line as it stands, the options become comparable, and the question moves from whose spreadsheet is right to what you actually care about most.
Compare
Four options, none better at everything
Four changes, one model, six sections: none is better at everything, and the overall score hides how different the robot cell and the second machine are.Four changes to one line, side by side: a robot cell, a second machine, more staff and bigger buffers. Each is run on the same model, scored on six sections against the line as it is, and carries its price. None is better at everything. The robot cell leads overall but draws more power; the second machine buys the most delivery, paid for in cost and footprint. The overall score puts the two close together and so hides how different they are. Which trade is right depends on what the plant cares about, not on arithmetic.
How the ranking is made, on AnalysisWeigh
Whose priorities: written down, then tested
Three named priorities all pick the robot cell. Once delivery counts a little over twice as much as the rest, the second machine leads instead.How much delivery should weigh against cost is a judgement, so it goes into the study as named priorities (the plant manager's, finance's, sustainability's) rather than into the meeting as an argument. All three pick the robot cell. The program then tests each priority: how far it would have to move before the robot cell gives way to the second machine. Once delivery counts a little over twice as much as the rest, it does. Measured again on a longer run with more replications, the turning point stays where it was: the choice really does turn on how much delivery matters.
Check
How much of the ranking is solid
Each section counts the measures a statistical test can tell apart from noise. A lead backed by six of six is a finding; one backed by none is luck.Every section says how many of its measures a statistical test can tell apart from the variation that different random draws produce. A lead backed by six measures out of six is a finding; one backed by none is luck that happened to point one way. The score says how much, the count how sure. For options that change little, most of the difference is within the noise, so add replications before acting.
And what it earns back
Declare each option's cost and life, and how many runs make a year. The comparison then shows what each earns back against today, straight from the run.Declare what each option costs, how long it lasts, what servicing it needs and what it is worth at the end, and how many runs like this one make a year. The comparison then reports what each option earns back against today: the extra capital, the extra cash a year, net present value, internal rate of return and payback, after tax where a rate is set. All of it comes from the run, not from a separate spreadsheet. Leave the count out and the run counts for its own length on the calendar, which flatters a single shift.
The declaration and what it reports, on PlanningUse cases
A new line, before it is built
Place it, check it, run it, and find the smallest fleet that still reaches the target.
An energy price shock
What it does to the cost of a good part, and what a roof and moved work win back.
Daily planning, done by six
Forecast, plan of the day and both reports, before the early shift starts.
More sustainable, losing nothing else
The measures that cut CO₂ per good part and break none of your limits.
Which options are on your table?
Bring the ones being argued about. We will show you what the model would compare, and where the answer depends on your priorities rather than on the data.
Book a discovery call(opens in a new tab)