Case studyProcess Engineer
Building the data no one had — Inglopres (2016–2017)
My first job: integrating a heavy-machinery operation with an ERP and building the data it needed to be measured.
- Odoo (ERP)
- SQLite · SQL
- BPMN · FlexSim
- ISO 9001:2015
By the numbers
~120
machinery units in the fleet
12
people on the team I led
95%
client satisfaction
Context
Inglopres rented, bought and sold heavy machinery, with a fleet of about 120 units. Every sale or rental depended on which machine was available, in what condition, at which site and with what maintenance pending, and that information lived in scattered records nobody cross-referenced.
The challenge
Understanding the operation end to end, integrating it into a single system and measuring it with reliable indicators, when much of the information needed did not even exist.
How I did it
An ERP integrates what was already agreed
I led the Odoo implementation so the areas moved from scattered records to a single version of the operation. Before configuring anything, I mapped the real process by observing and asking, and modeled it in BPMN with Bizagi: an ERP does not integrate an organization, it integrates what the organization already agreed on.
The data that did not exist
To measure, I needed information nobody captured. I designed the analysis database in SQLite —entities, relationships and rules that preserved the meaning of each field— and queried it in SQL. That is where my path toward data began: as a consequence of the problem, not as a change of profession.
Measuring work without punishing the worker
I carried out a formal time study of the repetitive activities and added the ILO fatigue allowances. An observed time is not a standard: without that allowance, the standard is met for one week and missed for the rest of the year.
Supply chain under ISO 9001:2015
I measured response time, service level and fleet availability with the same data, and ensured the ISO 9001:2015 requirements. That standard was my first school of traceability: work leaves a written trail, and the same structure serves me today with ISO/IEC 42001.
Leading means reducing ambiguity
With twelve operators and technicians, each person knew what result was expected, who was accountable for it, what information they had and what done meant. The time standard we built was the same one used to assign the task.
Impact
- An ERP (Odoo) implemented from scratch and an analysis database in SQLite that did not exist before.
- Around 20% more operational efficiency —an estimate made today, since the measurement from then was not kept—: less rework and less time between the order and the machine on site.
- Time standards with fatigue allowances that the team could meet and defend.
- 95% client satisfaction with a team of 12 people.
The problem I was solving in 2016 —that the decision needed a piece of data nobody had built— is exactly the same one I solve today, with other tools and another scale.