Your board says green.
The floor says otherwise.
Capture what the floor sees — it becomes triaged issues, assigned actions, and an audit that builds itself. What comes back up is what actually happened, not a number rolled up and given a target after the fact.
Your floor has already seen the signs of the next one — the line-down, the scrapped batch, the near-miss. What's the gap costing you? ↓
You've felt this. You've just never had a name for it.
The improvement held for three weeks. Then the floor went back.
Nobody saw the drift until the numbers slipped.
The audit happened three weeks ago. The report is still “coming.”
The findings were stale before anyone read them.
An inspector asked for evidence, and someone spent the weekend digging through phone photos.
You were compliant. You just couldn't prove it fast.
None of these are people problems. They're the same data problem: what happens on the floor never makes it off the floor.
And here's where it all lands: the record of your plant gets written either by your floor as things happen — or by someone else, afterward. The auditor's findings. The customer's complaint. The downtime number on a slide. The average large plant loses 27 hours a month to unplanned downtime (Siemens, 2024) — and almost none of it is a surprise to the operators. Just to everyone above them.
See the software →If one of these is your job, you'll recognize this.
The same problems keep coming back — and when one finally bites, it turns out someone flagged it days ago and it died at shift change. You find out what the floor knew at the same moment your boss does.
You carry the standards — and every audit lands on your desk with the same scramble: chasing photos, rebuilding evidence, proving work that already happened. No finding has ever surprised the plant. Only the manager — usually in the close-out meeting.
Every site tells you it's green until the week it very much isn't. A recall, an incident, a failed audit — surfacing as a number instead of a warning. You need earlier signal, not better slides.
You built the program — and the improvements regress the day you stop watching. Not because people don't care: there's no system holding the gain.
What is the gap costing you right now?
The costs that actually hurt are the ones only you can price:
None of these announce themselves. They get caught by a floor that's in the habit of flagging what it sees — and the habit holds because flagging takes seconds, every flag gets an owner and a due date, and the floor watches its flag go somewhere. That loop is what Fieldmark installs. Seeing it on a Tuesday is cheaper than explaining it later.
What your leaders actually see.
The Priorities board your leaders curate, and the Brief it rolls up into — every finding tied to a photo and a fix, with nobody assembling a thing.
These aren't mockups — they're live in the demo floor right now.
Know where you stand — before the audit does.
Every observation also maps to the standards you carry, so your readiness builds itself — no second entry. An audit tells you where you stood; readiness shows you where you're standing now, and where you're drifting — so you walk into the next one, internal or external, with no surprises. And you can always see what that number is standing on — which of it is real observations, and which of it is still a gap nobody's walked yet.
FLOOR PHOTOAisle 4 — egress route blocked by staged pallets.
One capture. Three standards. Nobody did anything extra.
Process mining shows you where the process leaks. It can't show you why — because the why is on the floor.
You probably do. Here's where it stops.
Most floors already run one of these. Each captures or counts something — none turn what the floor sees into the why behind every number.
Captures the checkbox, then files a report. Fieldmark turns one capture into your operational and compliance views at once — with the photo and the context kept on every finding. Capture is commoditized; the intelligence on top is the point.
Tells you the truth of the machine — or a ratio built backward from a target. Either way, the cause is usually a practice on the floor, and that's the part that never makes it into the warehouse.
That's the admin leak itself — every reading retyped, every report rebuilt by hand, the why lost between the floor and the file.
Fieldmark is built by a practitioner — an industrial and mechanical engineer, Lean Six Sigma Black Belt, with fifteen years of CI and operational risk on industrial floors. And it's built on one observation from all of them:
In fifteen years, never a great plant manager who didn't already run this way. Priorities made visible. Loops closed on the record. Findings found by the plant, not the assessor. Most of them couldn't have named it — it was how they thought, not a system they'd written down. Fieldmark writes it down.
It isn't one practitioner's theory, either: plant-level management practices are among the best-documented predictors of productivity and survival in the economics literature (World Management Survey). Fieldmark makes the practices installable.
Want your first site stood up with you, on your floor? Start with a Site Launch →
See it for yourself.
Right now.
A live look around a demo org — three sites, industrial floor photos, the live floor board.
Demo org · 3 sites.
Look around, leave, come back.