Your factory floor, industrialized.

FouremAI connects your resources, runs your plans, and catches the gaps every shift.

Talk to an ops expert
A factory boss reads a clipboard in front of a whiteboard listing eight open issues.

The Shift Problem

Unlock shifts.
Scale one to a million.

This is a normal Tuesday on a factory floor.

FOUREM
Day 0. Day 1. Day 2.
One platform, not a dozen tools
Agents that connect the dots
Detect & escalate
Zero wait intelligence
5 days to launch
Always on
Is your factory software built to launch and built to last?
You've automated the line, sourced the parts, staffed the shift.
Fourem connects them all in five days.

Today's Playbook

Fewer errors. Less downtime. Less scrap.
That's the whole job, shift after shift.

Playbook for every decision
Shift | Quarter | Year
QMS
SOP
MES
CMMS
EHS
Logbook
Slack
Kanban
Jira
Excel
Power BI
LMS
Slides
The 14-Day Lag: Legacy stacks report what broke two weeks ago.
Day 0
$1
to build active
standard work and
process rules up front.
Day 1
$10
to catch and
recover from an error
at the workstation.
Day 2
$100+
when bad quality
or unplanned downtime
hits the shipping dock.

The same playbook, live.

Tap a plan below. Watch readiness build, right in front of you.
Problems stop hiding. They get solved systematically.
Agents show up right where your people already are.

Strategy Plans Recovery Cost AI
TAKT = Available Time ÷ Demand
Heartbeat.
What it drives
Capacity Planning
CAPEX
ROI
Efficiency
Procurement
Inventory
Team

The shift problem

Right first time, with Agents

Most of the stack was built to watch the floor. Nobody built it to help the person standing on it. Fourem is built for that person, and it replaces the rest.

MaintenanceStandard WorkSafetyLogisticsTrainingPerformanceQualityValidation
MaintenanceStandard WorkSafetyLogisticsTrainingPerformanceQualityValidationOperating MarginCash FlowReturn on AssetsProduction line
Operating MarginCash FlowReturn on Assets

The Old Fix - 18 months

Factory Hardware budget to escalate

SCADA / PLC Fault CodesRadiosAndon Tower BeaconsSensorsMachine Alarm SirensVision Camera

Factory Software budget to log after

QMSSOPKanbanPowerBICMMSEHSJIRALMSLogbookSlackOffice Tools

5 Days with FouremAI

Speak
Consult
Interpret
Chat
Integrate
  • Priority Assigned
  • Control Plan
  • Guided Mobile Task
  • Visibility
  • Hand Off
  • Parts Dispatched
  • Technician Routed
  • Root Cause Fixed
  • Process Validated
  • Shift Recovered
  • Knowledge Updated
Automation done.
Sourcing secured.
Staffing complete.
Industrialization hasn't started.
Most systems do a little of everything. We go deep on the details that actually decide outcomes.
DAY 1
Show us your line. Zero IT setup.
Tell us about your line. Pick the plans that connect it all. Send it.
Active Stations
25
Total Machines
40
Active Part SKUs
250
Connect your complexity, plans do it for you
It only counts if it's on the floor.
0 of 8 plans selected
Operations is always complex. Find out where yours stands.
DAY 2
Your team’s knowledge, turned into controlled documents.
Agents turn your team’s knowledge into takt, standard work, PFMEAs, DFMEAs, control plans, PM plans, kanban loops, JSAs, and on-the-job training. Your managers sign off on every release.
DAY 3
Train your crew in a safe sandbox.
Your only investment to bring smart decisions to your mid-shift. Every decision.
Training
~90 minutes · Sandbox
Champion
Leads the session
Supervisor
Trains alongside
Crew
Trains alongside
DAY 4
Go live on Shift 1 with your crew.
Pick a metric. Get your status and the plan to move it.
Labor Cost Lead Time Cost per Unit Downtime Cost Inventory Carrying Cost OEE-to-Dollars
DAY 5
Measure recovered shift capacity.
See what a shift's worth of data already tells you.
Cost
FACTORY · SHIFT READINESS
I have a shift's worth of data on your line. Some baseline information is available.
Labor hours
Lead time, Bottleneck, Avg recovery time
Avg. recovery time
Across 8 events, average MTTR is 22.5 mins.
Fourem IQ
Response time for Quality issues was 40% of total recovery time. Revisit this conversation when we have a minimum sample of 20 quality events for Takt of 118s.

After the Shift.

Are we ready? We solved this before? Is Change under control?
Someone walk the floor? Qualify?

Readiness
Problem Solving
Change Management
Suggestion Box
Sourcing

Design Partner Program

Co-build the future of floor decisions.

We're opening 5 pilot spots for plant leaders to eliminate shift blind spots and shape our agentic engine before public launch.

1
Clean Baseline: Get staff, parts, and machines connected. No 6-month rollouts.
2
Capture Expertise: Lock veteran shop-floor knowledge into digital assets.
3
Agentic Recovery: Dispatch real-time fixes straight to operator pockets.

Why we made it?

Every one of these moments has a dollar figure attached. Most plants will know weeks later what it is.

Why did breakdowns at this EV plant average 35 minutes per event?
"CNC 405, spindle's not spinning up."
🔧
Mike
Maintenance Tech
I'm elbow-deep in the S03 changeover. Dead spindle beats a late changeover. Drop it.Math
What's actually priority here? Can John not take the new workorder?Interaction
Radio the supervisor, pulling off changeover for 405, spindle fault.Interaction
Is 405 even a bottleneck station? Worth asking.Interaction
How long's it actually been down? Ask the operator.Interaction
Was there a part mid-cycle when it died? Better log that as scrap before it disappears.Procedural
Last time it was the drive fuse. Could be the encoder. Fuse first. Cheaper to check.Math
Check MRO stock first. Is the F-30A even on the shelf, or is this trip a waste?Logistics
Need an F-30A. Cart's empty. MRO run it is.Logistics
Tell the clerk: need an F-30A for 405, it's down.Interaction
Sign the slip, or it hits MRO's shrink report instead of getting logged right.Procedural
"S07 Press, hydraulic leak."
Can that wait? Yes. Slow leak, nobody's hurt. 405 first.Math
LOTO on the spindle drive before the panel opens. No shortcuts, not on a Friday.Protocol
Fuse pliers, panel key. On my belt, or did I leave them at the last job?Logistics
If it's not the fuse, that's 15 minutes gone. I'm escalating.Math
"Any update on 405? Customer call in 20." (from the planner)
MTTR target on this line is 20 minutes. Clock's already running.Metric
Un-LOTO, restart it, watch it actually hit target RPM. Then it's fixed, not before.Protocol
Log the fault code and the fix in the CMMS before I walk away.Procedural
Log my own hours against the work order too.Procedural
Get sign-off from the supervisor. This doesn't close itself.Interaction
Radio back: can I get a real start time for the machine?Interaction
Operator's been standing there dead the whole time. That clock's real too.Metric
Leave a handover note: what failed, what I checked, what to watch.Interaction
Lost to the floor
Why did planned labor of 35 hrs/car become 127 hrs in 3 months?
"Run rates need to be live before next week's labor planning meeting."
⚙️
Ana
Process Engineer
Kaizen closed out last week: 12% cycle time reduction on S06. Standard Work doc still shows the old numbers.Math
Plant manager's email is clear: new run rates need to be live before labor planning uses the old ones.Interaction
If the doc still shows old cycle time, labor planning builds next week's staffing on the wrong number.Math
Pull the kaizen event's own data: before/after cycle times, validated by whom?Procedural
Ask the kaizen lead: was this validated across a full shift, or just a few good cycles?Interaction
"Line's asking why the pace board still shows the old target." (supervisor)
Pace board, Standard Work doc, and labor model all need to update together. Miss one and they contradict each other on the floor.Math
Update the Standard Work sheet itself. New cycle time, new sequence if anything changed, not just the number.Procedural
Get supervisor sign-off that the new standard is actually being run, not just documented.Interaction
Update the pace board on the floor too. A doc change nobody sees on the line doesn't count.Logistics
Labor cost per unit should drop with the new cycle time. That's the number Finance actually wants, not just "cycle time improved."Metric
Recalculate staffing levels against the new run rate. Do we actually need one fewer operator now, or not?Procedural
Report to the plant manager with the actual labor model update, not just "kaizen worked."Interaction
Plant manager's reply: "Alright. That was 20 days to reduce 0.7 labor hrs. Well done, guys."Interaction
Leave a handover note: new standard is live as of today. Flag if anyone sees the old pace still posted anywhere.Interaction
Lost to the floor
A 2,000+ workstation EV plant was averaging just 22 days between incidents.
"Near-miss at S08 — clamp caught a sleeve."
🦺
Jordan
Safety Engineer
Was in the middle of a scheduled walk on the other side of the plant. A pinch-point near-miss outranks a walk, every time.Math
Radio back: "On my way, don't touch anything, don't run that station."Interaction
First thing on-site: is anyone hurt? No? Good. Now can I stop the line without an argument.Protocol
Pull the current JSA for S08 before I even look at the clamp. Need to see what it says now.Procedural
JSA doesn't mention this clamp as a hazard at all. That's the actual gap, not the sleeve.Math
Ask the operator to walk me through exactly what happened, step by step, before it gets fuzzy in memory.Interaction
Get my phone and photograph the clamp mechanism for the JSA revision.Logistics
"How bad is it? Do we need to shut the line?" (from the plant manager)
Not injury-level, but real enough to not wait. Answer: contained for now, fixing today.Math
Draft the interim control (guard, warning, or procedure change) before end of shift, not end of week.Procedural
Get sign-off from the station supervisor on the interim control before it's official.Interaction
Update the JSA itself, not just a sticky note on the machine. This has to outlive today.Protocol
Push the update to every shift, not just the one that saw it. Night shift runs this same station blind otherwise.Interaction
Near-miss counts toward TRIR, the plant's recordable-incident rate. Log it properly, don't let it disappear as "handled."Metric
Close the loop with the reporting operator. Tell them what changed, so next time they still report it.Interaction
Slack the supervisor, production manager, and training manager: add the clamp pinch-point control to both the SOP and the training content, not just this station's JSA.Interaction
Lost to the floor
Carry weeks of extra stock, or staff 20 heads just to handle hot calls?
"GSK-114 — zero on hand at S04."
📦
Melissa
Production Control Supervisor
Was closing out a variance task from last week's cycle count. A live stockout at S04 outranks that. Line stops next cycle, not next week.Math
Call the line supervisor: how many good cycles left before S04 actually stops?Interaction
Kanban card on this part still points to the old SKU version. That's how it hit zero without anyone seeing it coming.Math
Check if a sister line or another cell has the current SKU sitting in their own stock.Logistics
Call that line's supervisor: can I borrow 20 units, backfill later?Interaction
Log a hot-call JIRA ticket for the borrow. Otherwise there's no record this ever happened.Procedural
Confirm lot and shelf-life status on anything that comes over. This exact gap caused the TG-40 incident.Protocol
"Line's down, they're out." (from the supervisor)
Borrowed stock isn't here yet. Options: wait, or pull from the supplier's emergency line. That costs more, but line-down costs more.Math
Call the supplier's emergency order line. Same-day if I pay the freight premium.Logistics
Log the emergency premium against this part's true cost. It never shows up if I don't.Procedural
Update the kanban card itself to the current SKU version. Containment first, then fix the card so this doesn't repeat.Procedural
Get Quality's sign-off that the replenishment loop meets incoming-inspection requirements.Interaction
If this card was wrong, what else is running on an outdated card?Math
Ask the supervisor: do you know of any other kanban card on this line that might still be pointing to an old SKU?Interaction
Line-down minutes get logged against my name on the ops report, even though the gap was a stale card, not a missing one.Metric
Lost to the floor
Why were 40% of new hires gone before their first 90 days?
"You're on this one today."
🎓
Marcus
Station Operator, Day 1
Standing at the CNC. Supervisor just said I'm on this one today. No file, no checklist that I can see.Math
Ask straight out: "Who's training me on this, and when?"Interaction
Trainer shows up and says the best way to learn this one is to shadow him for a cycle first.Interaction
Shadow the trainer for one full cycle. Watch, don't touch yet.Procedural
Trainer's moving fast. Am I actually retaining this, or just watching?Math
Ask for the actual Standard Work sheet. Trainer points to a binder bolted near the station.Procedural
Binder has two copies of the same sheet. One looks older, one looks newer. Which one's current?Math
Ask the trainer: "Which of these is actually the right one?"Interaction
Trainer isn't sure either and says "use the newer-looking one, probably." That's not a real answer.Protocol
"Need Marcus on 3 too. Can he handle two stations today?" (supervisor, to the trainer)
I can barely run one station off a binder with two conflicting sheets in it. Saying yes to a second feels worse.Math
Tell the supervisor: "Not yet. One at a time, and I'm not even sure which standard I'm running."Interaction
Flag the binder issue to the supervisor directly. This isn't just my problem. It's whoever trains here next too.Procedural
Get someone to actually confirm which version is current: supervisor, engineer, whoever owns this document.Interaction
Don't run a full batch until that's settled. Guessing on which standard is right isn't a safe starting point.Protocol
My first-shift error rate gets tracked whether or not the documentation I was handed was even correct.Metric
Confirm the old copy gets pulled from the binder once the right one is confirmed, so the next person doesn't hit the same wall.Procedural
Trainer texts the supervisor: "Hey, do you track versatility for this line? Marcus is ready." No reply yet.Interaction
Lost to the floor
Throughput's stuck at 60%. Wait for the report, or pull a tiger team together now?
"How long will S09 losses continue? Need an answer."
📈
Daniel
Process Engineer
Was mid-investigation on a different line. Three shifts of the same trend outranks a fresh one-off. Answer this first.Math
Pull the shift supervisors from all three shifts. Is everyone seeing the same slowdown, or just one shift's operator?Interaction
Pull the current PFMEA for S09. Ten minutes digging through old folders on my laptop before finding the right version.Procedural
PFMEA doesn't mention this one. So either it's genuinely new, or it was missed the first time.Math
Need the Standard Work sheet too. That's in a different system entirely. Have to ask the line supervisor to pull it up since I don't have access.Interaction
Pull cycle time data broken down by sub-step, not just the total. Need to see where the actual time is going.Logistics
"OEE report due end of day. Is S09 going to drag the number down?" (plant manager)
Yes, if I don't have an answer by then. Buys me until end of day, not end of week.Math
Ask maintenance if anything changed on this line recently. New tooling, new material lot, anything.Interaction
Material lot changed two days ago. That lines up almost exactly with when the trend started.Math
Confirm the timeline against the material lot record before calling it the root cause.Procedural
Get sign-off from Quality that the lot itself is in spec. Don't want to blame material that's actually fine.Interaction
Update the PFMEA with this failure mode, formally, so the next engineer isn't starting from zero.Procedural
Cycle time has to come back under TAKT before I report this closed, not just "identified."Metric
Reply on Slack to the plant manager with the actual number, not just "found the cause."Interaction
Lost to the floor
24 defects a unit, caught too late. Report it, or approve a dozen more QC inspectors first?
"New material introduced — GSK-114."
🔍
Priya
Quality Engineer
Was closing out a different part's PPAP. New material going into production with no control plan outranks paperwork on something already qualified.Math
Ask Purchasing: why did this material get released to the floor before Quality signed off?Interaction
Pull the material spec. Its FAI results are sitting on a different team's drive entirely. Have to set up a meeting just to get access.Procedural
FAI results exist somewhere, but nobody built a control plan from them. That's the actual gap.Math
Find the control plan. It's a spreadsheet, and there are three different copies floating around. Which one's current?Procedural
Check how many units have already shipped with this material, unmonitored.Logistics
"Customer's asking about a shipment from this lot." (line supervisor)
Need an answer before that call, not after. Pull the shipped-lot numbers now.Math
Consolidate the control plan into one real version: what gets checked, how often, by whom, what happens when it fails.Procedural
Walk the control plan past the station supervisor. Does this actually work on the floor, or does it just look good on paper?Interaction
Get sign-off from the supervisor. Sent over email, no response yet. Send a second reminder.Interaction
Check on Slack whether the next lot actually got inspected. If yes, ask for a link to the file showing it.Protocol
Defect escape rate for this part. If it's already shipped, that number's already at risk.Metric
Report back on the customer's shipment: what was checked, what wasn't, what's being done now.Interaction
Lost to the floor
Hire the operators now, or wait two more months for automation to finally kick in?
"Milestone overdue — Costa X9 production handoff."
🏗️
Ciaran
NPI Engineer
Was starting FAT on a different piece of equipment. A press sitting installed-but-unqualified outranks a test that hasn't even started. Every idle day is ROI not happening.Math
Fourth time trying to qualify this press. If this attempt stalls too, that's not bad luck. That's a pattern.Math
Ask the project lead: why did this get marked "installed" without the qualification steps attached?Interaction
Pull the URS. It's in a shared drive somewhere. Takes fifteen minutes just to find the right folder.Procedural
URS specs and the current setup don't fully match. Is that a real gap, or spec drift during install?Math
Set up a meeting with the equipment vendor. Third meeting this month on this same press.Interaction
Run IQ first: installation qualification, in order, not skipped because "it looks fine."Protocol
"Capital committee wants a utilization update this week." (finance)
Can't report utilization on a press that's not qualified yet. Answer has to be "in progress," not a number.Math
Another meeting, this one to remind the team what's still outstanding before the deadline, again.Interaction
Run OQ next. Documentation for this step is split across two different project folders, neither complete on its own.Procedural
Run PQ. Does it perform consistently under real production conditions, not just a clean test run?Procedural
Deadline's tomorrow and the docs are still scattered across three drives and one inbox. How did it get this far without one place holding it all?Math
Get the capital buy-off signature from whoever owns that budget line. It closes the loop from purchase to production.Interaction
Six months from now, someone will ask "is this qualified?" The answer needs to be on file, not in my head, and not split across four places either.Metric
Send an email to a long list (project lead, plant manager, finance, quality) with a link to where the handoff documentation actually lives, since half of them have been asking where to find it.Interaction
Report back to finance with the real utilization number now that PQ's closed.Interaction
Lost to the floor
120k hours on factory lines, from Tesla to global plants, proved one thing: frontline context is everything.
We built Fourem to capture what traditional software ignores.

While you were in the meeting, the floor decided your quarter.

These facilities had the answers. Nobody was listening.

Every card above is a real facility. A real closure. A real floor that ran on effort instead of intelligence, until it couldn't.