Operational decisions have financial consequences. Make both visible at once.
Connect schedule, capacity, labor and yield to the financial consequence of each, in the same model.
Why this is hard.
Operations and finance work from different records on different clocks. The floor works to a schedule; finance works to a ledger; the two are reconciled in a monthly variance report that explains what happened rather than informing what to do.
The cost of that separation is a plan that assumes capacity the operation cannot deliver, overtime that nobody priced, and a constraint that everyone on the floor knows about and no financial model reflects.
The signals this solution acts on.
Capacity versus demand
Where throughput actually binds — machine, shift, skill or material — by period and location.
Schedule integrity
Scheduled against actual hours, with exceptions explained rather than absorbed.
Labour cost behavior
Overtime, burden and coverage measured against the plan that assumed them.
Yield and rework
Scrap, rework and holds attributed to the cost they cause.
Recurring disruption
Downtime and supplier failure patterns that repeat and are treated as one-offs.
How the pieces combine.
Connect the operational systems
MES, scheduling, time and quality alongside the ERP, normalised into one model.
Share drivers with the plan
Operational and financial forecasts run on the same drivers, so they cannot diverge.
Find the constraint
Identify what actually bounds throughput and what it costs to relieve it.
Close exceptions as work
Corrective actions and sign-offs run as tracked work with evidence retained.
Escalate the patterns
What recurs becomes risk rather than a series of unrelated incidents.
Products involved.
You do not need all of them. Each is useful on its own; this is the combination that addresses the problem completely.
Systems it reads from
Where it fits
What this looks like when it works.
Services that help you get there
Frequently asked questions.
What does it connect?
MES, scheduling, time and quality alongside the ERP, normalised into one model that shares its drivers with the financial plan.
How does it find the constraint?
By identifying what actually bounds throughput — machine, shift, skill or material — and what it costs to relieve it.
Do we need every product listed on this page?
No. Each product is useful on its own. A solution describes how several of them work together on one outcome; you can start with one and add the others as they create value.
Does Farsight DS replace our existing systems?
No. It works on top of the systems you already run. Nothing is replaced.
Work through improve operating performance against your own systems.
Thirty minutes. We map what you already have and where this would start paying.