From losing control over costs and technical documentation to having 360º management.
How an industrial services company stopped losing control over costs, orders and technical documentation, and began operating with real visibility in every job.
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-70%
of the time spent searching for data and documentation
+150 h
per month recovered in technical and operational equipment
+5–10%
Improvement in margin control per project
Type of company
Industrial & mining services company in Western Australia:
80–150 employees
Operations related to heavy industry
Works by:
project
work order
customer
Teams distributed between office, workshop and field
Extensive technical documentation: manuals, procedures, certificates, and plans
Existing systems:
ERP
worksheets
Excel for costs
shared folders with PDFs
The company was doing well, it had work and experience.
But I didn't have fine control over what happened within each job .
The Problem
The data existed, but it wasn't connected:
Work orders in a system
Technician hours in another
Material costs in Excel
Technical documentation in folders
Decisions based on calls and experience
Each important question involved:
Search for information on multiple sites
Ask the right person
Open PDFs one by one
Cross-reference data manually
“We know how much we bill, but not always how much we earn per job.”
“When a project goes off track, we realize it too late.”
"The documentation exists, but finding the right one takes too long."
The biggest risk was not operational.
It was about making decisions without real visibility .
What was built
An internal system was implemented, designed to handle industrial operations , not to create attractive reports. The system combines three key, interconnected layers .
1. Operational dashboard by job, project and client
A clear panel that allows near real-time viewing:
Active jobs
Estimated cost vs. actual cost
Hours charged per phase
Materials consumed
Project deviations
Profitability per customer
Not to analyze for hours, but to:
👉 Detect problems while they can still be corrected .
2. Integrated order and cost management
Each work order is associated with:
hours
materials
state
responsible
customer
This allows:
Compare estimates vs. reality
understand where margin is lost
avoid depending on a single person to “read” the business
The numbers stop arriving late.
3. Document Intelligence for technical documentation
All technical documentation is converted into usable information .
The system:
processes PDFs (including scans)
Identify versions, dates, and references
Link documents to jobs and teams
And add a consultation agent to the team:
“What is the correct procedure for this equipment?”
"What certification applies to this job?"
“Summarize the key points of this manual”
Documentation ceases to be a dead file.
It becomes an operational tool .
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What was NOT built
The ERP was not replaced
The way the technicians work was not changed.
A heavy system was not implemented
It wasn't digitized for the sake of digitizing.
What already existed was connected
and it was ordered where it would have the greatest impact .
The Results
Operational impact
Daily visibility of costs per job
Early detection of deviations
Fewer internal interruptions
Immediate access to accurate documentation
Business Impact
Improved margin control
Fewer operational errors
Faster and safer decisions
Less dependence on key people
Why it worked
It was designed based on the reality of the job, not on the software.
Visibility was prioritized over complexity
Existing systems were respected
It was built as internal infrastructure , not as an isolated tool
The company did not digitize.
It was made operable on a large scale .
Return on Investment
-70%
of the time spent searching for data and documentation
+150 h
per month recovered in technical and operational equipment
+5–10%
Improvement in margin control per project
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