Bricks & Building Materials
Production you can count. Breakage you cannot. Yard stock nobody agrees on.
Production you can count, breakage you cannot, and yard stock nobody agrees on. Clay kiln, fly ash press or AAC line, the pattern is the same: material goes in, a batch cures for days, and breakage happens at every handling.
Operational areas
- Batches
- Raw material
- Breakage
- Yard stock
- Dispatch
Built for this
Bricks Management System
Batches, consumption, breakage, yard stock and dispatch
One afternoon
Ten thousand bricks go into the kiln. Somewhere between firing, unloading, sorting and loading onto a tractor, a number of them break. Nobody counts. The supervisor says roughly eight per cent. The yard says something else. Both are guesses, and the margin lives in the gap between them.
Bricks & Building Materials businesses manage a constant flow of
- Raw material
- Batches
- Kiln cycles
- Drying yards
- Breakage
- Grades
- Yard stock
- Orders
- Loading
- Transport
The operation
How the business runs — and where it stops being visible
Every stage produces information. The problem is rarely any single stage; it is that they never meet. The marked stages are where the record either stops, or stops being trusted.
Raw material
Moulding / pressing
Drying
Firing or curing
Breakage happens inside the cycle and gets discovered days later at sorting
Sorting & grading
The grade mix a batch actually produced is estimated, not counted
Yard stacking
Yard stock is a number three people disagree about
Loading
Dispatch
Where it breaks
The problems that cost real money
Not the ones a brochure lists. The ones that come up when you sit with the person doing the work.
Coal or cement per unit is estimated once a year
Coal per lakh bricks for a kiln, cement and fly ash per thousand blocks for a press. This is the number that decides whether you are making money, and it is usually a memory from last season.
Breakage disappears into the word 'normal'
Loss at unloading, at sorting, at stacking, at loading. Real, cumulative, and almost never recorded as a percentage anyone can track over time.
Yard stock is a guess that everyone treats as a fact
Multiple sizes and grades stacked across a yard, counted by eye. The register and the yard diverge steadily, and the difference is booked as breakage regardless of where it actually went.
Under-cured stock goes out when demand is high
Fly ash and concrete blocks need their curing days. Under pressure they leave early, come back as a complaint, and nobody can trace which batch it was.
Ex-yard or delivered, with or without unloading
Sold verbally, billed inconsistently. Realisation per thousand is never clean, and two customers paying the same rate are earning you different margins.
What changes
What the system changes
Production recorded by batch, breakage by stage, stock by size and grade. Consumption per unit and rejection percentage become daily figures instead of annual guesses, and dispatch works off stock that actually exists.
The product
Built for this industry: Bricks Management System
Bricks Management System runs production batches, raw material consumption, breakage, yard stock and dispatch, for clay kilns, fly ash brick units, and concrete and AAC block plants.
Production batches
Batch or kiln-cycle records, quantity produced, machine and shift-wise output, batch traceability
Raw materials
Soil, fly ash, cement, sand, gypsum, coal and aggregate. Receipt, issue, consumption per unit produced
Curing & firing
Curing days, kiln firing cycle, readiness status, hold on under-cured stock before dispatch
Quality & breakage
Grading into first, second and reject class, breakage by stage, rejection percentage by batch
Yard stock
Stock by product, size and grade, physical count reconciliation, yard location, ageing stock
Orders & sales
Customer orders, rate by product and quantity slab, ex-yard vs delivered pricing, advance and credit
Custom & enterprise
When the product isn't the whole answer
Multiple kilns or lines, a captive transport fleet, or a plant that supplies its own projects as well as the market. Where the operation is larger than the product assumes, we extend it around what you actually run.
Our approach
However it gets built, it starts the same way
We spend time in the operation before proposing anything. The first three stages finish before a single screen is designed.
Understand
How the business actually works
Analyse
Where time, money and clarity are lost
Research
What the better way forward looks like
Design
Workflows, data and interfaces
Build
Modern, maintainable technology
Evolve
Improve as the business changes
Let's understand your operation.
Tell us how the business runs today and where it becomes difficult. We'll start there.