An Operational Baseline is days on your floor with the engineer who built Fieldmark — capturing what's actually happening and leaving you a live system, not a report. When the work ends, the program stays: running, and yours.
A practitioner walks your floor, captures the real state in Fieldmark, and hands you a live program configured to your operation — your areas, scoring bands, the standards you carry, the observation standard, and the capture cadence — deployed, with your team trained to run it. You walk away owning a working system and a readiness baseline you can show.
Where it goes from there
Severity isn't universal — you set the bar. Too loose and the score flatters you; too strict and you fail everything.
A written severity rubric for your operation, pressure-tested against your real observations until your team scores the same thing the same way.
The same findings keep coming back.
Your real findings driven to root cause, with corrective actions that hold — and a repeatable RCA method your team keeps using.
Your findings are symptoms. The constraint actually limiting the operation sits upstream — and it rarely shows up in the data.
The real constraint identified on the floor and encoded as a tracked priority in Fieldmark — so the fix is watched, not filed in a report.
You carry standards you're on the hook for, but nothing that proves it continuously.
The frameworks you carry mapped to what your team already captures, deployed in Fieldmark, with a readiness baseline you can show.
The procedure says receiving inspects every pallet. Actual practice: they inspect when the truck is early. The dock schedule makes the procedure impossible.
Every system said the expansion was ready. The railcar staging the plan assumed didn't exist. The constraint was visible from the track — never from the model.
The standard says the changeover takes 12 minutes. The stopwatch says 19 — and seven of those are walking to the tool crib.
From fifteen years on industrial floors. Details anonymized.
The work is led by a practitioner— an industrial and mechanical engineer, Lean Six Sigma Black Belt, with fifteen years of CI and operational risk across petrochemicals, rail, global logistics, and building-products manufacturing. The work is constraint identification: seeing the thing on the floor that the reporting doesn't.
At a petrochemical producer: a railcar infrastructure constraint, identified before it cost a major production loss on a reactor expansion — the kind of risk that never shows up in a dashboard until it's already happened.
Tell us what your program looks like today — or that there isn't one yet. The best first conversation happens on your floor.
Start with a conversation →hello@fieldmark.works · Scoped to your floor — days, not months