The decision
Leadership wanted better visibility and coordination as production developed. An ERP initiative was the proposed direction. The immediate question was which operating capabilities the team needed first.
What the assessment revealed
The operation relied on paper travelers and manual coordination across production, engineering, quality and planning. Discussions identified concrete needs: electronic work travelers, digital signatures, sequential approvals and visibility into work status. Those requirements provided a practical starting point for improving daily execution.
How the decision changed
Liam helped the team step back from the broader ERP initiative and focus on the basics. The agreed sequence was to establish digital workflows around the traveler, make the operating process visible, and then evaluate whether the remaining needs justified a larger ERP investment.
The assessment changed the immediate investment direction. It gave leadership a defined first step and a basis for revisiting the software decision after learning from the workflow changes.