Sales teams lack visibility into order progress, leading to frequent customer follow-ups. Production supervisors must physically patrol the shop floor and make calls just to check status, relying entirely on manual supervision for emergency responses

Planners rely on Excel for scheduling. Once rush orders are inserted or equipment breaks down, the entire schedule is disrupted, making shop floor complaints and delayed deliveries a common occurrence.

Handling customer complaints requires mobilizing multiple people to search through paper records, taking days to piece together the process. Root causes remain unclear, causing identical issues to recur.

Equipment lacks early warning systems and often breaks down at critical moments. The maintenance team constantly fights fires with inconsistent spare parts availability. Monthly downtime losses are clear but uncontrollable.

Purchasing teams spend their days chasing suppliers. High incoming defect rates frequently force production lines to halt due to material shortages or poor quality.

Piece-rate wage calculation is labor-intensive and dispute-prone. Product costing is too broad to be allocated to specific orders or processes, making it impossible to identify actual profit and loss margins.

Engineers release updated work instructions and drawings, but operators may still use outdated versions. This makes standardization difficult to implement and significantly increases variation risks.

Inconsistent data standards and isolated systems across branch factories prevent the group from obtaining accurate, real-time operational data, making fair performance benchmarking and resource allocation difficult.

Core processes and tuning parameters rely heavily on veterans' personal experience. Turnover can cause production fluctuations. New employee training cycles are long, making skill transfer highly challenging.