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Discrete Manufacturing

Catch the revised drawing and the late part before they stop the job.

Revised drawings and supplier delays arrive by email. The ERP keeps the old revision and the old date. LevelOneAI connects each change to the jobs, POs and ship dates it affects, so you act before it turns into scrap or an idle line.

Where the work gets stuck

A customer emails Rev C, and the floor keeps cutting Rev B

Purchasing keeps buying material for a revision that's already changed

A supplier pushes a part three weeks, and the job stops halfway through setup

Expedites, overtime and idle operators that earlier warning would have avoided

Engineering Change Fallout & Job Impact Workbench

Stop the floor building to the old revision.

Customers email revised drawings after the order is booked. The new revision sits in an engineer's inbox while machinists cut metal to the old one and purchasing keeps buying the old parts. The workbench catches the change and shows everything it affects, before the parts hit the machine.

Doesn't PLM handle this? PLM manages the change inside engineering. Nothing tracks the fallout: the jobs, POs and customer dates the change breaks, until each one is resolved.

Drawing 7712-HSG · Rev B → Rev C · 304 → 316 stainless

Pulled from Customer email · drawing ERP jobs, BOMs and POs Production schedule CNC and QA plans
  • Job 8021 · Lathe 3

    Hold recommended

    Customer drawing

    Rev C · 316 stainless

    ERP job router

    Rev B · 40 of 120 done

    Place engineering hold
  • PO 6650 · bar stock

    Old material

    Rev C material callout

    316 stainless

    ERP open PO

    304 stainless · ships Fri

    Flag to purchasing
  • CNC program and inspection plan

    Update needed

    Customer drawing

    Rev C

    Program and QA plan

    Still on Rev B

    Assign to engineering
  • SO 3307 · Apex Robotics

    Customer date

    Production schedule

    Rework adds 6 days

    ERP sales order

    Ships Nov 14

    Confirm new date

Found 4 items tied to Rev B

Approve hold

Illustrative example · sample company and data

What comes in

  • Updated drawing PDFs from customers
  • Internal engineering change notices
  • Change requests in email threads

What the workbench does

  • Reads the part number, revision and material callouts
  • Finds every job, PO, program and customer order tied to the old revision
  • Puts the fallout in front of the lead engineer or plant manager

What goes into the ERP, after approval

  • Engineering hold on the job router
  • BOM lines moved to the new revision
  • Purchasing flagged to change open POs

The metrics it moves

MetricBeforeWith the workbenchWhat it means
Scrap and rework3–6% of revenueUnder 0.5% of revenueRecovered straight to EBITDA
Time from email to shop-floor hold3 to 10 business daysUnder 15 minutesStops the floor building to the old revision
Jobs running an outdated revision8–12% of custom jobsCaught on every open jobOld revisions stop moving down the line
Warranty and field failures1.5–3% of shipped goodsUnder 0.2%Customers stop receiving outdated parts

Targets, not published results. We agree your baseline before setup and measure against it.

What it's worth: a $40M plant

  • $40Mannual revenue, an engineer-to-order or configure-to-order plant
  • $1.6Ma year in scrap and rework at 4% of revenue
  • $480,000of it from changes that reached the floor late, if that's 30%
  • ~$380,000back to EBITDA every year by catching 80% of those changes in time

At that rate, a setup from $20,000 pays back in about a month. Example assumptions. Use your own scrap rate and share caused by late changes.

For the VP of Operations, plant manager and engineering manager. Holds, BOM changes and PO flags happen only after approval.

Material Shortage & Production Disruption Workbench

Know which job will stall, before the setup starts.

A supplier emails that a part is backordered three weeks. The ERP still shows Tuesday, so the job starts on schedule and stops halfway through setup. The workbench reads supplier and outside-processor updates, checks them against the schedule and recommends a fix before operators sit idle.

Doesn't MRP do this? MRP plans on the promise date in the ERP. The delay is in the buyer's email, days before anyone updates it.

Disruption queue · this week

Pulled from Supplier and processor email ERP POs and orders Shop-floor schedule
  • Part 882-B · Delta Bearings

    Job will stall

    Supplier email · Oct 6

    Backordered 3 weeks

    ERP PO 7088

    Due Tuesday

    Shop schedule

    Job 4019 starts Monday

    Swap with Job 4032 (all material in stock)
  • PO 7120 · Kestrel Castings

    Partial

    Supplier email

    50 now, 150 in 30 days

    ERP PO

    200 due Oct 20

    Shop schedule

    Job 4044 needs 200

    Split the job
  • Job 3988 · Precision Plating

    Ship date at risk

    Plater's email

    "Still in process"

    ERP outside-op PO

    Due back Monday

    ERP sales order

    Ships Nov 3

    Ask for a firm date

3 jobs at risk

Approve fixes

Illustrative example · sample company and data

What comes in

  • Supplier acknowledgments and delay notices (email, PDF)
  • Partial-shipment and backorder updates
  • Status replies from outside processors

What the workbench does

  • Reads the part, quantity and new promise date
  • Checks it against the shop-floor schedule and finds the jobs that will stall
  • Recommends a fix, like running a job that has all its material

What goes into the ERP, after approval

  • PO promise date updated
  • Job sequence changed on the dispatch board
  • Status request to suppliers who haven't confirmed

The metrics it moves

MetricBeforeWith the workbenchWhat it means
On-time in-full delivery72–82%94–98%Customers kept, late-delivery penalties avoided
Unplanned operator idle time12–18% of labor hoursUnder 3%Capacity back without hiring
Expedited freight$80,000–$250,000 a yearUnder $20,000 a yearFewer emergency air shipments
Work-in-process inventory42 days26 daysCash freed from half-built jobs

Targets, not published results. We agree your baseline before setup and measure against it.

What it's worth: a $40M plant

  • $40Mannual revenue, 60 operators on the floor
  • 18,000operator hours a year lost to waiting at 15% idle time
  • ~$575,000of capacity back by cutting idle time to 3%, at $40 an hour
  • ~$130,000saved each year by cutting expedited freight from $150,000 to $20,000

Example assumptions. Use your own headcount, idle time and freight spend.

For the production scheduler, supply chain manager and VP of Operations. PO dates, schedule changes and supplier requests happen only after approval.

How every workbench works

1

Work

The commitment: one record for each order, PO, deal or invoice, and what was promised for it.

Matches the same work across email and systems.

2

Context

The promise versus the evidence: what the systems say against what just arrived.

Labels each fact confirmed, conflicting, inferred or unknown, with its source.

3

Decision

The exposure: what the mismatch puts at risk, and who needs to decide.

Works out the impact downstream and recommends the next step.

4

Action

The resolution: owned, approved and tracked until the promise is confirmed or replaced.

Assigns owners and dates, drafts follow-ups for review, and records every approval.

Until it's resolved: the issue stays open until the promise is confirmed or replaced, not when a follow-up is sent.

How the Operations Engine works

Start with one workflow.

Pick the workflow that costs you the most. We'll show you a workbench on work like yours.

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