Module
Manufacturing
BOMs, routings, work centers, and production execution with lot genealogy and WIP accounting.
10 groups · 22 sections · 115 screens
Design
What the product is, the drawing that says so, and the authority to change either.
ViewBills of MaterialOpenViewRoutingsOpenRecordsWork CentersOpenRecordsProduction VersionsWhich bill of material, routing and fulfilment (make, buy, subcontract) an item is made with, chosen by the configuration attributes on the sales order line. MRP plans each order line on the version its attributes match.Open
Workspace3D ModellerImport STL or OBJ, or generate a primitive. The volume shown beside a model is computed from the same triangles it is drawn from.OpenRecordsModelsGeometry held as a mesh rather than a file, so it can be measured. A model that is not closed reports no volume rather than a wrong one.OpenRecordsAssembly StructureWhich models sit inside which, and where. An assembly cannot contain itself at any depth.OpenWorkspaceStructure ExplorerThe bill of material both ways: exploded and costed downwards, and where-used upwards. One walk, written once, so the shortage report, the costing run and this screen agree.OpenRecordsEngineering DocumentsThe drawing, the model, the specification and the work instruction — under change control, so a released revision is frozen and a superseded one is kept.OpenViewDocument RevisionsEvery version, with who drew it, who checked it and who released it. A released revision is not editable — it is superseded.OpenRecordsDocument AssignmentsWhere a document is used. A drawing belongs to a part, but a routing operation and an inspection plan reference it too — and "what do I have to reissue" is that list.OpenRecordsCAM / NC ProgramsTied to an item REVISION, not to a part. A program posted against revision B and run against revision C makes a thousand parts that pass every check the machine makes.OpenRecordsProgram Tool ListsWhich tools a program loads, in the order it loads them.OpenRecordsToolingA tool is not an item and not a machine: its life is measured in cuts, and it is reground rather than replaced.Open
Change Control
5The question, the decision, everything the decision touches, and who signed for it.
RecordsChange RequestsThe question, not the solution. Most of these are refused, and the refusal rate is the number that says whether the review board is working.OpenRecordsChange OrdersThe decision, with an effectivity date, an affected-object list and a disposition for stock already made. Released only once every discipline has answered.OpenRecordsAffected ObjectsWhat the change touches, one line each. This is what makes an ECO auditable: not "we changed the bracket" but nine objects, from this to that, each closed by somebody.OpenViewChange ApprovalsWho has to agree, in what order. A skipped step is recorded as skipped rather than deleted — "who did NOT review this" is the question asked after a recall.OpenRecordsChange BoardWho signs each step of a change request’s review board: a role, an HRMS position or a named person. Given to each step when a request is submitted — never to whoever raised the request. A step nobody can be given shows “No approver assigned” until this says who.Open
Plan
What the plant commits to, what would have to happen for it to be met, and the pull loops underneath.
Master Scheduling
5What the plant commits to finish, and whether the critical resources could stand it.
WorkspaceMaster Schedule BoardThe grid a master scheduler works in: forecast and orders consumed against each other, the balance carried forward, and available-to-promise per period — with the two fences shaded, because inside them the schedule is a promise rather than a plan.OpenRecordsMaster Production SchedulesWhat the plant commits to finish, period by period. The consumption rule is the whole point: a company that adds forecast to orders builds everything twice.OpenRecordsSchedule PeriodsOne row per period. Forecast, orders and the carried balance are computed; the quantity and the firm flag are the decision.OpenRecordsBills of ResourcesWhat one unit costs in critical-resource time — deliberately coarser than the routing. The offset matters: press time for something shipped in week 14 is spent in week 11.OpenViewRough-Cut CapacityThe load a master schedule would place on the critical resources, months before a routing is ever exploded. Kept as history so this plan can be compared with last month’s.Open
Material Planning
3What the netting run decided, ranked by what each exception costs. The run and its supply plans, planned orders and exceptions live in Supply Chain → Supply Planning; the workbench here is the plant’s view of them.
WorkspacePlanning WorkbenchWhat a planner actually opens: not four thousand planned orders, but the exceptions ranked by what each one costs. The first twenty rows are the morning.OpenViewPlanning DecisionsWhy a planner firmed a proposal early, split it, or moved it. The planning table records that it was firmed; only this records the judgement, which is the whole content of a planner’s day.OpenViewLow-Level CodesThe deepest level each item appears at, which is what makes a netting run process components after their parents. A circular structure is flagged rather than thrown.Open
WorkspaceKanban BoardLoops down the side, card states across. The only screen in the module with no table on it, deliberately: a kanban system that has to be read as a list has already lost the property that makes it work.OpenRecordsKanban LoopsThe control cycle: what circulates between where and where, in containers of what size, and how many of them exist. The card count is the cap on the stock in the system.OpenRecordsKanban CardsThe containers. Their states, summed, ARE the work in progress — there is no other number.OpenViewLoop SizingsWhat the arithmetic said the card count should be, against what it is — with the inputs kept, because "why do we have eleven cards on this part" is otherwise unanswerable a month later.OpenViewCard MovementsEvery state change, timestamped. The loop’s real cycle time is measured off these, which is what makes the sizing self-correcting rather than aspirational.Open
Material Availability
3Whether an order can be made: what is on hand, what is already promised to somebody else, what is on its way, and what has to be bought.
RecordsAvailability ChecksThe question “can this be made”, asked of a sales order or a configuration, and the answer as it stood at that moment. Kept as a document because the shortage it found is what a requisition was raised from.OpenViewAvailability · LinesLine by line: what is on hand, what of that is already promised, what is on order, what is on a production order, and what is genuinely short. The four are kept apart because “we have none” and “it is all promised elsewhere” want different things done about them.OpenRecordsMaterial ReservationsStock promised to one order and no longer offered to another. Without a reservation two orders are both told the same bar is available, and the second one finds out on the shop floor.Open
Make
The work in front of each machine, what was made, and the record that proves how.
ReportDispatch ListWhat is in front of each work center, in the order it should be run. Work that cannot start yet is shown and marked rather than hidden — a list that quietly drops rows is one operators stop trusting.OpenWorkspaceStation TerminalOne machine, one operator, one screen: the job in front of it, the buttons to report what was made, and the one to say why it stopped.OpenViewConfirmationsWhat was made at each operation, by whom and on what. Good, scrap and rework are three quantities with three costs, and setup time is separated from run time.OpenRecordsDowntimeEvery stop, coded. An open row is the machine being down right now, which is what the andon board reads.OpenRecordsRework OrdersRework is a document, not a footnote. Absorbed into the original order it is invisible, which is why plants believe their yield is better than it is.OpenRecordsMaterial StagingThe request to have material at the line before it is needed. A request rather than a movement: the movement is a warehouse task, and this is the manufacturing half of that conversation.OpenRecordsProduction ShiftsThe buckets OEE, downtime and confirmations are summed into. Deliberately thin — HRMS owns rosters and who is actually on shift.OpenRecordsReason CodesOne list for stoppages, scrap and rework, because the analysis is the same analysis. The loss bucket is what lets an OEE figure be decomposed without tagging anything twice.Open
Batch Manufacturing
8The recipe, and the executed record that makes a batch evidence rather than data.
RecordsMaster RecipesThe process industry’s counterpart of a BOM plus a routing: its steps carry parameters with specifications, and its quantities scale with batch size.OpenRecordsRecipe PhasesThe instruction as it is read on the floor. Held as text rather than as a reference because the executed copy has to be the one that was approved.OpenRecordsRecipe ParametersWhat has to be measured, and what it has to be. Fixed here, BEFORE the batch — which is the property that makes an in-spec judgement a fact rather than a later opinion.OpenViewBatch RecordsWhat a batch DID, in the order it happened, with every controlled parameter against the specification it was supposed to meet. Review by exception: the counts say whether it can be released without reading two hundred pages.OpenViewBatch StepsThe executed phases, in sequence. A step is executed through its own route and signed; it is never edited on a grid.OpenViewParameter CapturesEvery captured value against the specification that was fixed before the batch started. A correction does not overwrite — it points at the original, because an audit trail that can be edited is not one.OpenRecordsBatch DeviationsRaised at the moment it happens, by the person or the machine that saw it. A deviation opened at review time is a much weaker animal.OpenViewBatch SignaturesWho signed what, and what the signature MEANT. The signed content is hashed, so a later edit would not match — and there is no update path, because that is what a signature is.Open
Control
What is measured, what was wrong, and where a lot came from and went.
Quality
1RecordsInspection PlansAn inspection with no plan is one person’s opinion of what mattered that day. A plan fixes the characteristics, the method, the gauge and the sampling before the goods arrive.OpenRecordsCharacteristicsWhat is measured, against what, with what. A gauge whose resolution is a tenth of the tolerance cannot police it, and the gauge R&R figure is the honest statement of that.OpenRecordsControl ChartsLimits computed FROM THE PROCESS, never from the specification — a process comfortably inside a wide tolerance can be wildly out of control and nobody would see it.OpenViewSubgroupsEvery subgroup with its readings, its mean and range, and which control rules it broke. A point that breaks a rule while every part is in tolerance is the whole reason the chart exists.Open
RecordsNonconformancesSomething is wrong with identified material. Containment before analysis: what is affected, where it is, and whether any of it has already gone to a customer.OpenRecordsCorrective & Preventive ActionsThe investigation, and — the part that is always skipped — the check that it worked. A CAPA closed without a verification date is closed on hope.OpenRecordsCAPA ActionsWhat each CAPA actually asked somebody to do, and whether they did it.OpenRecordsAuditsInternal, supplier, customer and certification audits, with the finding counts that say whether it was a good audit or a quiet one.OpenRecordsAudit FindingsEvery finding that is not an observation has to become an action. The CAPA link is what proves it did.OpenRecordsCustomer ComplaintsThe regulated half of a complaint, which a service case cannot carry: the reportability decision, its clock, and whether the product actually failed.Open
Inspection & Disposition
2Every inspection with what was measured against what was specified, and the decision somebody authorised made when it failed.
ViewInspectionsEvery inspection — incoming, in-process and final — with what was measured, what it was measured against, whether it passed, and what was decided when it did not. End-to-end quality traceability from purchased material to delivery.OpenRecordsUsage DecisionsWhat an authorised person decided to do about material that failed: return it, rework it, scrap it, replace it, or accept it with an approved deviation — with the reason, the corrective action, and what it raised.Open
Measurement & Traceability
4The instruments, their calibration, and where a lot came from and went.
RecordsGaugesA measurement taken with an out-of-calibration gauge is not a measurement — and every result since the last good calibration is in question.OpenViewCalibration RecordsAs found before adjustment, as left after it. A record that only keeps as-left has thrown away the part that matters.OpenWorkspaceLot GenealogyA lot in both directions: what went into it, everything it went into, and everywhere it left the building. A system that only walks one way sends somebody to a spreadsheet at the worst possible moment.OpenReportCost of Poor QualityInternal failure, external failure and appraisal over twelve months, from the nonconformance records themselves.Open
Plant Equipment
The machines, how well they ran, and the two ways they talk.
WorkspaceAndon BoardWhat the plant looks like right now: every machine, its state, how long it has been in it, and what it is running. The wall screen and the shift report read the same query.OpenWorkspaceOEE BoardAvailability, performance and quality drawn as the time ladder they come from — because a plant told its OEE is 62% can do nothing with that, and one told it lost 340 minutes to changeovers can.OpenRecordsEquipmentThe physical machine, which is neither the work center (a scheduling object) nor the fixed asset (a ledger one). It names both.OpenRecordsMachine StatesOne row per state, opened when it starts and closed when it ends. A stop with no reason is the queue a supervisor clears — and until it is cleared, the loss analysis is unreliable.OpenViewOEE PeriodsThe computed answer per machine per shift, with every input kept beside it — because a figure recomputed against today’s nameplate rate cannot be compared with last quarter. A period is not typed in: Compute OEE works it out for a day from the machine states and counts.OpenReportLoss AnalysisThe six big losses in minutes, ranked. A plant told it lost 340 minutes to changeovers can act; one told its OEE is 62% cannot.Open
Connected Plant
10The two ways a machine talks: measurement that arrives, and control that is sent.
RecordsIoT GatewaysThe box between the plant network and this platform. A gateway rather than a direct device connection because that is how it is built — sensors do not have credentials.OpenRecordsIoT DevicesSensors, meters, counters, cameras and readers, each bound to the machine it measures.OpenRecordsSignalsWhat a device measures, one row per quantity. The scaling lives here because it is a property of the measurement — applied downstream, every consumer has to know it and one of them eventually will not.OpenViewReadingsThe series. A sensor that returns a value it does not believe is worse than one that returns nothing, which is why the quality flag is on every row.OpenRecordsAlert RulesA threshold, and how long it has to be true. Without the second, every rule fires on a single noisy sample and everybody turns alerting off.OpenViewAlertsWhat fired, with the threshold AS IT WAS. A rule changes; the alerts it already raised keep the threshold they were raised against.OpenRecordsPLC ControllersWrites are OFF by default, and that is deliberate: a write to a running machine is a physical action, and the safest configuration is the one where a misconfigured screen cannot take one.OpenRecordsPLC TagsA memory address in a machine. The min and max are enforced on THIS side of the network, where the error message can say why.OpenRecordsTag BindingsWhat a tag MEANS, and the reason this integration is configuration rather than code. "DB10.DBW4" is meaningless; bound as "good count for PRESS-02" it feeds OEE, confirmations and kanban without anybody writing a transformation.OpenViewPLC WritesEvery value this platform sends to a machine, requested and approved separately, with the old value recorded. This is the table an auditor asks for after an incident.Open
Maintain
Keeping the machine that makes the product.
RecordsMaintenance PlansWhat should be done, how often, and measured how — by calendar, by running hours, by cycles, or by a condition somebody is monitoring. The three are different strategies with different costs.OpenRecordsPlan Task ListsWhat the technician actually does. A task that records a MEASUREMENT is the basis of condition monitoring done by hand, and it needs a spec like any other measurement.OpenRecordsMaintenance OrdersPreventive and breakdown work in one document, deliberately: the ratio between them is the most useful number in maintenance, and it cannot be computed across two tables.OpenRecordsOrder TasksThe checklist as executed, with any measurement taken against its spec.OpenRecordsOrder PartsSpares consumed, out of the same storeroom as everything else. A maintenance module with its own parallel stock is how a plant ends up with two answers to how many bearings it has.OpenRecordsSpare PartsWhich parts belong to which machine — an equipment bill of material. Not mfg.boms: a BOM says what a product is MADE of, and this says what a machine can consume.OpenViewMeter ReadingsWhat turns "every 2,000 hours" into a date. A reading below the previous one is recorded as a RESET rather than as a negative — a replaced meter would otherwise poison every average built on it.OpenRecordsFailure ModesHow this KIND of equipment fails, with the effect and the detection method. Kept at the class rather than the machine, or the same bearing failure is entered forty times and never groups.OpenReportReliabilityMean time between failures and mean time to repair per machine, with the planned share. Deliberately not the OEE availability — they answer different questions.OpenReportSpares ExposureWhich machines are one long lead time away from a long outage. An insurance spare with three on the shelf is fine; the same part with none and a four-month lead time is a risk somebody should have signed for.Open
Intelligence
What is about to happen, what to do about it, and what it did on its own.
Manufacturing Intelligence
10Fourteen capabilities that predict, recommend or act — each scored on what actually happened.
WorkspaceProduction CopilotAsk the plant a question in your own words. Answered from a fixed set of queries over this company’s own records, with the records named — and handed to the platform assistant rather than guessed at when it falls outside them.OpenViewAI CapabilitiesThe fourteen, with the two columns that matter: what each is ALLOWED to do, and how accurate it has been measured to be. Nothing ships able to act on its own.OpenViewPredictionsA scored statement about ONE record, with its drivers ranked — and the outcome filled in later, because a prediction is worthless until it can be compared with what happened.OpenViewRecommendationsWhat to do, what it is worth, and what somebody decided. A recommendation nobody accepted is the most useful record in the table.OpenViewVision InspectionsSurface and dimensional defects found by camera, with the sampled human verdict beside them. The disagreement rate — not the accuracy figure — is what decides whether a camera may act on its own.OpenViewRoot-Cause AnalysesRanked candidates from what actually CHANGED around the failure — material lots, machine states, batch parameters, control charts, gauge calibration. Never the last word: the accepted cause is a person’s.OpenRecordsException PoliciesWhen THIS exception appears, and it is within THESE bounds, do THAT — and tell somebody. The bounds are the difference between automation and an unattended system making commitments nobody sized.OpenViewAutonomous ActionsWhat the automation did, with the state before and after — which is what makes it reversible and what an auditor reads. A refusal is recorded too: a policy that quietly declines and says nothing is worse than one that does not exist.OpenRecordsDocument IntelligenceCertificates, mill reports and packing lists read into fields — and, the part that matters, CHECKED against the item’s specification. A certificate transcribed perfectly and compared with nothing has saved typing and nothing else.OpenRecordsWorkflow AdaptationsWhere a standard process was tightened or relaxed for a condition, and what ends it. An adaptation with no expiry is a permanent process change made by an automation, which is exactly what this screen exists to prevent.Open
Cost
What each order was quoted at, what it actually cost, and where the difference went.
Order Costing & Profitability
4What each order was quoted at, what it actually cost, where the difference went, and which orders are going to lose money before they are finished.
ViewOrder ProfitabilityQuoted against actual, for every customer order: what it was sold for, what it was estimated to cost, what it actually cost element by element, and the margin that came of it.OpenViewProduction Order CostWhat a production order actually consumed, from what was posted rather than from an estimate: material issued, time confirmed, outside processing received and rework done.OpenViewOrder Cost ProjectionWhat an order has cost so far and where it is heading — so an order that is going to lose money is found before it is finished rather than after.OpenViewOperation Time VarianceWhat the routing said each operation would take and what it took, so an estimate that is consistently wrong can be corrected rather than argued about.Open
Reporting
The catalog over everything above.
ReportReports & AnalyticsThe report catalog for this module, and the models behind it — dimensions and key figures you can rearrange, filter, total and export.OpenReportPredictive & PrescriptiveWhere this module’s measures are heading, how much that projection is worth, and what to do about it while there is still time.Open
More
Reachable by link
4These screens carry no tile on the module page. They are reached from the record they belong to, from a saved view, or by their address — and they behave like any other list once open.
ViewSupply PlansThe netting runs, seen from the plant. Supply Chain owns the engine — a second one would be a second answer to "what should we build". Read-only here.OpenViewPlanned OrdersWhat the run proposed. Firming a make proposal here creates the works order and records why — which is the one thing the planning table cannot keep.OpenViewPlanning ExceptionsWhat the run wants somebody to look at. A run that produced four thousand orders and no exceptions has told nobody anything.OpenViewWhat Is NextThe next operation on every released order, what it needs, who is responsible — and, where it cannot start, the reason in words rather than a greyed-out button.Open