Solutions · Manufacturing
From raw material to the cost of the finished product.
In manufacturing, orders, materials, the shop floor and accounting all depend on each other. When one slips, the rest slip too. See below how these processes connect, using a garment factory as the example.
The examples come from garment production. The logic is the same elsewhere: capacity, materials, standards and cost.
Sample Figures, names and screens are for illustration. Every system is built around your processes.
01/06Planning
The order is in. Can we deliver it on time?
If an order is accepted without checking line capacity and material, the deadline slips or another order gets pushed back.
Orders, line capacity, stock and expected deliveries are all visible in one production plan.
The planner decides which order goes first.
B-318 · hoodies, 1,200 pcs
Risk of finishing 1 day late
02/06Materials
Know about a material shortage before the work starts, not when it does.
If stock is only checked when production starts, the line stops and people stand idle.
Each order’s requirements are compared with material in stock and on the way. Any shortage shows up with its date.
Purchasing decides whether to speed up delivery or move the start.
- In stock
- On the way
Piqué fabricneed 1,150 m
Cutting starts Nov 12: 330 m short
Buttonsneed 7,500 pcs
Collars (rib)need 2,500 pcs
03/06Usage and defects
Know which line is using more than the standard.
If actual usage and defects aren’t compared with the standard, overspending disappears into one big number at month end.
Usage and defects are compared with the standard by batch, shift and line. When something is off, the reason is requested.
The process engineer decides whether to change the standard or the process.
B-309/03 · Line 2, shift B
- Batch of 600 pcs: 600 × 0.05 m = 30 m of extra fabric
- Reason requested from the shift supervisor
- Answer: a new cutting pattern is being tested
04/06Shop floor
Know which stage an order is at without picking up the phone.
When progress is checked by phone, the information arrives late and the reasons for stoppages never get written down.
Each stage is marked complete on a tablet on the shop floor. Stoppage time and reason are recorded there too.
Reviewing stoppages and acting on them is the manager’s job.
- Cutting4,000 / 4,000
- Sewing2,560 / 4,000
- FinishingStoppage: 40 min
- PackingWaiting
From the shop-floor tablet
- 08:10Cutting finished: 4,000 pcs
- 11:40Sewing: 2,560 pcs done
- 13:05Finishing: steam press broken, 40 min stoppage
- 13:45Work resumed
Who sees this status
- SShop supervisor
- SSales manager
05/06Product cost
Cost each product from actuals, not estimates.
When product cost comes from month-end totals or a rough norm, it stays unclear which products actually make money.
Material, labor and the agreed share of overheads are combined per batch, so every batch has its own cost.
Decisions on pricing or revising standards stay with you.
- FabricActual usage, batch B-30118,400
- Trims and threadIssued from stock2,100
- LaborWork done, piece rate6,300
- OverheadsAgreed allocation: machine hours3,200
How overheads are allocated is agreed with you.
06/06Overview
Orders, shop floor and cost in one chain.
When information sits in separate departments, the owner learns how things stand at month end or over the phone.
Orders, plan, stock, shop floor and cost are all visible from the same data.
The system shows what needs attention. The responsible manager decides.
- 01OrdersB-318 added to the plan, deadline keptPlanned
- 02Purchasing330 m of fabric for B-315 expeditedPending
- 03Shop floorB-312: sewing 64%, stoppage loggedIn progress
- 04QualityLine 2 · shift B: defects 3.8%Under review
- 05WarehousePiqué: 820 m, 400 m on the wayUpdated
- 06FinanceClosed batch B-301: 30,000 UZSPlan +5.3%
Order B-312: one record
What needs attention
- Line 2 · shift B: fabric usage 15% over standardPProcess engineer
- B-315 is 330 m of fabric shortPPurchasing