The new machine is running but the promised output is missing
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The replacement is running, but the expected output has not appeared. Before calling it a failed purchase or assuming the team needs to work faster, compare the promise with a record of what the business has actually asked the process to do.
Gather evidence for the project and supplier discussion. Keep technical diagnosis and any safety concern with the appropriate competent people. This guide does not prescribe adjustments or troubleshooting.
Recover the original assumption
Find the source of the expected output: the agreed specification, a supplier proposal, a demonstration or an internal estimate. Record the conditions attached to it. A figure for one product and batch size may not describe a mixed day's work.
Then define the current result on the same basis where possible. Count accepted output and explain what time period the measure includes. Use that same clarity when comparing energy use with useful output. Show setup, planned stops and unresolved product decisions separately if those affect the comparison.
The small-batch example illustrates why product mix matters. The downstream review helps establish whether the shortfall concerns the replacement operation or the completed work leaving the business.
Compare the same work
In a fictional case, a project expected a standard product to run in batches of 100. The actual demand has changed to batches of ten across several variants. The weekly output falls below the business case, but the team has not yet compared equivalent work.
That observation does not prove the equipment meets its agreed terms. It shows a question that needs resolving before the owner interprets the weekly total. The commercial and technical contacts should examine the relevant evidence and any contractual implications.
Use a short briefing note: expected result and source, observed result and boundary, known differences, unresolved questions and people needed at the review. Attach records rather than relying on a description such as slow all week.
Decide what can change while the question is open
Ask the responsible leads to confirm the current operating plan and what work the business can promise. If the project requires supplier action, record the agreed route and evidence still needed. Do not treat an internal improvement suggestion as an accepted contractual remedy.
Keep the old equipment's status explicit. Has its release been authorised? Does an existing sale arrangement constrain a proposed change? Use the relevant advisers and sale contact before promising that it will remain available.
Discuss material availability changes with UK Auction Group. The surplus-scope change record keeps those instructions tied to the current business decision.
Set the next review around evidence that can answer the open question. Another meeting with the same mismatched totals will not improve the decision. A comparable observation, clarified requirement or written supplier response can.
Sources
This guide is general information and education only. Legal, tax, employment and safety decisions may need a qualified adviser who knows your situation. Read the disclaimer.