Integrika Custom software Book your diagnosis

Almost no business fails for lack of effort.
It fails because nobody measured before moving.

Before selling you a system we measure three things: how fast your inventory turns, how much one hour of your team produces, and where everything else gets stuck. If your problem can be fixed without software, we tell you and we don't charge you for a system.

Book your diagnosis Measure your 3Rs

01 · The problem

Almost no business falls behind for lack of sales.

Two businesses in the same line of work, in the same city, with the same product and the same price. One bills twice as much as the other. The difference isn't the salesperson: one of them knows, every Monday, what moved, what sat still and what each route is missing. The other finds out when the product has run out or has already spoiled.

Neither of them has a sales problem. One has the information on time and the other chases it by hand, every day, until the whole day is gone chasing it.

That is the cost nobody books: you work fourteen hours, put out the fire of the day, and at month-end the business is exactly where it was last month. It isn't lack of effort. The effort is going into work a machine does better: counting, comparing, alerting, reminding.

~120 h/month Estimate for a 4-person operation that today consolidates inventory and follow-up by hand. It is not a client average: it is the calculation of the workflow that gets automated.

02 · The 3Rs

Three measures tell you where the limit is.

R1

Rotation

How many times a year your inventory turns into cash. Low rotation is capital asleep in the warehouse: it doesn't show in the income statement, it shows in the bank account.

Cost of goods sold ÷ average inventory

R2

Return

How much one hour of your team produces. If hiring someone else is the only way to sell more, return per hour is your ceiling, not the market.

Monthly sales ÷ person-hours in the month

R3

Restriction

The point where everything else gets stuck. Improving anything else doesn't move the result: it only piles up work in front of the bottleneck.

The R with the least slack against its threshold

03 · How we work

The method isn't ours. It belongs to industry, and it has worked for eighty years.

Twelve years applying management systems in the public and private sectors leave an uncomfortable conclusion: almost nobody measures before deciding, and the twenty-person business does it least. The tools to fix that have existed for decades and are documented. They never reached the twenty-person company because they came packaged as a corporate project. That is what we bring.

What we do

  • We measure before proposing

    Numbers first, proposal second. If the result is that you don't need software, we tell you and it ends there.

    (Measure before improving · Plan–Do–Check–Act cycle, Walter Shewhart, Bell Labs, 1939)

  • We work on the point that holds back the rest

    Fixing ten minor things doesn't change the result. Every operation has one point where everything else piles up, and that is the one to work on.

    (Theory of Constraints · Eliyahu Goldratt, “The Goal”, 1984 — this is our R3)

  • We walk the whole process before intervening

    From the moment an order comes in until it is collected. Automating one stretch without seeing the whole route only moves the problem somewhere else.

    (Value stream mapping · Toyota Production System, Taiichi Ohno)

  • We deliver it working and train the team

    A system the team doesn't use costs more than not having one. We don't stay on as middlemen: the goal is that it runs without us.

  • We measure again

    The same three measures as at the start, with the same criteria. That shows whether the change worked. And if it didn't, that shows too.

    (The cycle that starts over · the ISO 9001:2015 standard is still structured on it)

The six stations

  1. 01

    We count the hours

    How many hours a month go into gathering information by hand, process by process. If the number turns out low, you don't need software and we tell you in the diagnosis.

  2. 02

    We define the scope in writing

    A good share of projects fail because nobody wrote down what was going to be done. Here it is recorded what gets built, what explicitly does not, and how we verify it came out right.

    (Define before building · Define phase of the DMAIC cycle, Six Sigma)

  3. 03

    We define what runs without intervention

    What runs without anyone pushing it, what stops by itself when something goes wrong, and who gets alerted when that happens.

  4. 04

    We build in order

    What gets done first, what connects to what, and how each piece is verified before moving to the next. It is what prevents rework.

  5. 05

    We train the team

    With your people, your cases and your data. Training that has to be repeated every month is training that didn't work.

  6. 06

    We measure again

    We measure the same things as at the start: what changed, what didn't, and what comes next. From there comes the next project, or the conclusion that none is needed.

    (Here the cycle closes and starts over)

These six stations aren't a slide deck: they are built as software, with stage control and progress measured against the real number. We sell what we apply to ourselves.

3R Meter · your numbers go here

Four numbers that are already in your accounting and your payroll. They give the first two Rs —rotation and return— and from those comes the third: the restriction, which of the two is holding you back.

Rotation = cost of goods sold ÷ average inventory. How many times a year your warehouse empties and refills. Four turns means every peso spent on stock takes three months to become cash again.

Return = monthly sales ÷ person-hours. How many pesos of sales one hour of your team produces. It is the measure that tells whether the problem is capacity or market.

Restriction = of those two, the one furthest from its benchmark. It is the only one that moves the result when fixed, and it is where the diagnosis begins.

The benchmarks this calculator uses —6 turns a year and MX$1,000 of sales per person-hour— are generic starting points to place you, not your industry's standard. In the diagnosis they are replaced with the numbers for your line of business. This calculates; interpreting it is the work that comes after.

Book your diagnosis

04 · Portfolio

Systems from our portfolio

View interactive portfolio with screenshots →

More demos

Team

Who is behind it

Questions

What is worth knowing before you book.

What if it turns out I don't need software?

We tell you in the diagnosis and it ends there. We don't charge you for a system.

What do I need to have on hand?

Four numbers that are already in your accounting and your payroll: cost of goods sold per year, average inventory at cost, monthly sales and person-hours per month in operations. If you don't have them on hand, we work them out together.

Is my business too small for this?

These tools have existed for decades, but they came packaged as a corporate project. We bring them to the twenty-person company.

What happens when you deliver the system?

We train your team with their people, their cases and their data, and we measure again the same things as at the start. The goal is that the system runs without us.

How do I book the diagnosis?

By WhatsApp or email, Monday to Friday. Telling us what your business does and how many people you are is enough to book.

How much does the diagnosis cost?

It depends on the business: the size of the operation and how many processes need review. Message us on WhatsApp, tell us what you do and how many people you are, and we tell you the cost before booking.

05 · Contact

The diagnosis is booked by talking, not by filling in a form.

Write to us wherever is most convenient. Telling us what your business does and how many people you are is enough to book. The diagnosis starts with the four numbers from the meter above — if you don't have them on hand, we work them out together.

WhatsApp · 33 2450 8776

Have an email client? Open it directly.

Integrika · Guadalajara · Mexico City · Monday to Friday