Facility Audit & Accountability Platform
Keystone is the structured audit method — and the platform behind it — that WPI built inside a real distribution network to make sure facility findings turn into closed corrective actions, not buried meeting notes.
Most operations are running audits on paper or in spreadsheets. That means no visibility, no accountability loop, and no way to catch the patterns that keep costing you.
What you're probably doing now
What Keystone replaces it with
The Keystone Platform
This is what a Director of Continuous Improvement or VP of Operations logs into. No assembling reports from seven different plant managers — it's already here, ranked and current.
| Facility | Safety | Receiving | Stocking | Pulling | Banding | Loading | Cycle Cnt | Quality |
|---|---|---|---|---|---|---|---|---|
| Brookhaven | 4.5 | 4.2 | 4.4 | 4.1 | 4.3 | 4.0 | 4.2 | 4.4 |
| Fairmont | 4.1 | 3.7 | 3.9 | 3.8 | 4.0 | 3.6 | 3.7 | 3.9 |
| Ridgeview | 3.9 | 3.7 | 3.8 | 3.6 | 3.7 | 3.9 | 3.5 | 4.0 |
| Millbrook | 2.9 | 3.3 | 3.1 | 3.6 | 3.4 | 3.2 | 2.7 | 3.5 |
| Westgate | 2.5 | 2.8 | 3.0 | 2.7 | 3.1 | 2.6 | 2.4 | 3.2 |
Internal vs. External
When a facility's self-assessment runs consistently higher than the independent WPI audit, that gap is the signal. This view surfaces it automatically, sorted by the size of the gap.
| Facility | Internal | External | Gap | Status |
|---|---|---|---|---|
| Portland | 3.85 | 2.95 | +0.90 | Inflated |
| Columbus | 3.40 | 3.15 | +0.25 | Watch |
| Lakeland | 4.50 | 4.45 | +0.05 | Aligned |
Corrective Actions
Most companies don't have a corrective action problem. They have a corrective action visibility problem: something gets flagged, someone says they'll handle it, and six months later it's back. This is the view that ends that.
The analytics are only as good as the audit feeding them — so the walk itself is built to be rigorous, evidenced, and impossible to fudge.
Safety, receiving, stocking, pulling, banding, loading, cycle counting, quality, engagement, sales, leadership, reporting — every checkpoint scored 1–5 against a clear standard.
Safety carries 50% of the score, line operations 35%, admin 15%. The composite reflects priority, not just an average.
Photo and comment captured at the point of finding, on the floor — not reconstructed from memory back at a desk.
Every failed checkpoint becomes a corrective action with a named owner, a target date, and a status tracked until closed.
Built for Your Operation
Before the first audit ever happens, WPI conducts a discovery and configuration engagement to build the question set around your specific operation, processes, and standards. You're not handed a generic checklist — you get a system built for how your floor actually runs.
Weighted scoring. Photo evidence at the point of finding. Owner-assigned corrective actions with target dates. Network-wide analytics. Int vs Ext divergence tracking. The accountability loop that makes findings turn into fixes.
The audit sections, the specific checkpoints, the standards being measured — these are built around your operation during the WPI engagement kickoff. A distribution center and a manufacturing floor are not the same audit.
Three phases. Each one delivers something you can use — whether or not you continue to the next.
WPI walks your facility alongside your team. We assess current audit processes, identify operational gaps, and determine whether Keystone is the right fit for your environment.
We configure the Keystone platform around your operation — building the question set, section weights, and scoring standards that match how your floor actually runs. Then we train your team to use it.
WPI conducts independent external audits on a recurring cadence — quarterly, semi-annual, or annual. Each audit feeds the analytics engine and the corrective action pipeline. This is the accountability loop that keeps the gains.
The method originated inside a real distribution operation and proved itself enough to expand beyond where it started.
Developed inside a 7-facility building products distribution network as an internal accountability initiative. Not a vendor pitch — an operations team that needed it to actually work.
Expanded to a national field service organization. The method held up outside the network it was built in.
Purpose-built SaaS platform launched. The methodology that proved itself in Excel and paper gets the system it always needed — real-time analytics, network-wide visibility, and an accountability loop that runs itself.