We mapped a single order from phone call to truck and found it touched eleven desks. Nine of those handoffs existed because of a planning report produced once a week.

With the planning team, we moved to a daily rhythm, cut the release of new orders to match real oven capacity, and gave the floor one visual board instead of four spreadsheets.

None of it needed new software. It needed a few people to agree on one number and meet for fifteen minutes every morning. The plant manager now runs that meeting; we have not been back since March, except for lunch.